Chapter 10 Flashcards

1
Q

Managing—coping with complexity

A
Formulate plans and objectives
Monitor results
Take corrective action
Expedite activities
Solve technical problems
Serve as peacemaker
Make tradeoffs among time, costs, and project scope
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2
Q

Leading—coping with change

A
Recognize the need to change to keep the project on track
Initiate change
Provide direction and motivation
Innovate and adapt as necessary
Integrate assigned resources
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3
Q

Managing Project Stakeholders

A

Project Management Maxims:
You can’t do it all and get it all done
Projects usually involve a vast web of relationships.
Hands-on is not the same as leading
More pressure and more involvement can reduce effectiveness
What’s important to you may not be to someone else
Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project.

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4
Q

Influence as Exchange

A

The Law of Reciprocity
One good deed deserves another, and likewise, one bad deed deserves another.

Quid pro Quo
Mutual exchanges of resources and services (“back-scratching”) build relationships.

Influence “Currencies” (Cohen and Bradford)
Cooperative relationships are built on the exchange of organizational “currencies” (favors).

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5
Q

Influence as Exchange

A
Task-related
Position-related
Inspiration-related
Relationship-related
Personal-related
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6
Q

Task Related

A

Resources - Lending or giving money, budget increases, personnel, etc.
Assistance - Helping with existing projects or undertaking unwanted tasks.
Cooperation - Giving task support, providing quicker response time, or aiding implementation.
Information - Providing organizational & technical knowledge.

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7
Q

Position-related currencies

A

Advancement - Giving a task or assignment that can result in promotion.
Recognition - Acknowledging effort, accomplishments, or abilities.
Visibility - Providing a chance to be known by higher-ups or significant others in the organization.
Network/Providing opportunities for linking with others.

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8
Q

Inspiration-related currencies

A

Vision - Being involved in a task that has larger significance for the unit, organization, customer, or society.
Excellence – Opportunity to do important things really well.
Ethical correctness - Doing what is “right” by a higher standard than efficiency.

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9
Q

Relationship-related currencies

A

Acceptance - Providing closeness and friendship.
Personal support - Giving personal and emotional backing.
Understanding - Listening to others’ concerns and issues.

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10
Q

Personal-related currencies

A

Challenge/learning - Sharing tasks that increase skills and abilities.
Ownership/involvement - Letting others have ownership and influence.
Gratitude - Expressing appreciation.

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11
Q

Mapping Dependencies

Project team perspective

A

Whose cooperation will we need?
Whose agreement or approval will we need?
Whose opposition would keep us from accomplishing the project?

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12
Q

Mapping Dependencies

Stakeholders’ perspective

A

What differences exist between the team and on whom will we depend?
How do the stakeholders view the project?
What is the status of our relationships with the stakeholders?
What sources of influence does the team have relative to the stakeholders?

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13
Q

Management by Wandering Around (MBWA)

A

Involves managers spending the majority of their time in face-to-face interactions with employees building cooperative relationships.

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14
Q

Managing Upward Relations

A

Top Management Support = Project Success
Allocate budgets
Respond to unexpected needs
A clear signal of the importance of cooperation

Motivating the Project Team
Influence top management in favor of the team:
Rescind unreasonable demands
Provide additional resources
Recognize the accomplishments of team members

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15
Q

Ethical Dilemmas

A

Situations where it is difficult to determine whether conduct is right or wrong

Situations where it is difficult to determine whether conduct is right or wrong:
Padding of cost and time estimations
Exaggerating pay-offs of project proposals
Falsely assuring customers that everything is on track
Being pressured to alter status reports
Compromising safety standards to accelerate progress
Approving shoddy work

Code of conduct
Professional standards and personal integrity

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16
Q

Contradictions of Project Management

A

Innovate and maintain stability.
See the big picture while getting your hands dirty.
Encourage individuals but stress the team.
Hands-off/Hands-on.
Flexible but firm.
Team vs. organizational loyalties.

17
Q

Qualities of an Effective Project Manager

A
Systems thinker
Personal integrity
Proactive
High emotional intelligence (EQ)
General business perspective
Effective time management
Skillful politician
Optimist
18
Q

Characteristics of Effective Project Managers

A

Initiate contact with key players
Anticipate potential problems
Provide encouragement
Reinforce the objectives and vision of the project
Intervene to resolve conflicts and prevent stalemates
Patience, pressure & support

19
Q

Stakeholders

A

people or organizations that are actively involved in the project or who have interests in the outcomes

20
Q

Project Team

A

manages and completes the work

21
Q

Managing Stakeholders

Project Managers

A

compete for and share resources, information and support

22
Q

Managing Stakeholders

Functional Managers

A

responsible for activities in a specialized department or function (engineering, marketing, finance)

23
Q

Managing Stakeholders

Administrative Support

A

HR, IT, Purchasing, and Maintenance provide valuable support, constraints and requirements

24
Q

Managing Stakeholders

Top Management

A

approves funding and establishes priorities within the organization

25
Q

Managing Stakeholders

Project Sponsors

A

use influence to gain project approval. Reputation is tied to a project’s success

26
Q

Managing Stakeholders

Contractors

A

may do some or all of the work while balancing commitments to their own profit margins and other customers

27
Q

Managing Stakeholders

Government Agencies

A

place constraints and requirements on projects through permits, inspections, testing, health and safety, etc.

28
Q

Managing Stakeholders

Other Organizations

A

suppliers and public interest groups can delay project deliverables

29
Q

Managing Stakeholders

Customers

A

define the scope of the project and their satisfaction is the ultimate measure of success

30
Q

Leading by Example

A
Priorities
Urgency
Problem Solving
Cooperation
Standards of preforming
Ethics - how you deal with ethical dilemmas