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Project management > Chapter 11 > Flashcards

Chapter 11 Flashcards

1
Q

Shareholder managers

A

Leaders who neither solicit input when making a decision not provide their staffs with relevant information for making decisions on their own-lowest on communication in general

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2
Q

Consensus managers

A

Leaders who solicit and act upon the most input from their staff-high on communication in general

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3
Q

Autocratic managers

A

Leaders who use their position of authority and power and do not solicit input when making a decision, nor explain their decisions to their staff, often delegating but also micro-managing, task oriented, low on two-way communication

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4
Q

Consultative (Autocrat) Managers

A

(leaders who use influence more than authority, solicit input when making a decision, able to communicate objectives and a vision, provide their staffs with relevant information for making decisions on their own, people oriented – highest on communication in general).

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5
Q

Leadership vs. Management

Leadership:

A
  • Develops and sells vision
  • Copes with change
  • Builds networks and develops strategies
  • Sets general direction’
  • Motivates and secures commitments
  • Becomes symbol of project
  • Builds political support
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6
Q

Leadership vs. Management

Management:

A
  • Copes with complexity of management systems
  • Oversees resource application
  • Plans, organizes, controls project
  • Keeps stakeholders informed
  • Monitors & evaluates abilities of team members
  • Ensures communication system in tact
  • Develops competencies of team
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7
Q

Leadership Competencies 1

A

The project manager should understand:
the technology involved in the project.
the management process
the systems context and strategic context of the project

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8
Q

Leadership Competencies 2

A

The project manager should be able to:
Use interpersonal skills to build the project team, and work with the team and other project stakeholders…
make and implement project decisions
produce results

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9
Q

Technical Competence

Project Manager must be able to:

A
  • Understand all phases and aspects of project
  • Understand the problems/issues
  • Communicate effectively with everyone
  • Maintain an unbiased outlook in the interest of project goals
  • Make informed decisions about everything within the project scope
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10
Q

Technical Competence

A

PM is not necessarily the expert in any particular area of the project—others are better

But for the overall project, the PM is the expert!

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11
Q

Define Technical Competence

A

an understanding of the technology involved, the engineering tools and techniques employed, product applications, technological trends and evolutions, and the relationship among supporting technologies

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12
Q

Sources of Power

A 
Most References cite:
 Formal (Legitimate) power
 Reward power (5% bonus)
 Coercive (Penalty) power (no carrot just a stick)
 Expert power
 Referent (Charisma) power (cheerleader)
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13
Q

Growing Project Managers

A

Training
On the Job Training
Mentoring

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14
Q

Communications Model

A
  • Source – the originator of the communication
  • Encoder – the oral or written symbols used to transmit the message
  • Message – what the source hopes to communicate
  • Channel – the medium used to transmit the message
  • Decoder – interpretation of the message by the receiver
  • Receiver – recipient for whom the message is intended
  • Feedback – information used to determine the fidelity of the message
  • Noise – anything that distorts, distracts misunderstands, or interferes with the communication process
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15
Q

Tips for Sender

A
  • Be as specific and forthright as possible about the information to be transmitted
  • Know the receiver and his or her expectations
  • Design the message with the receiver in mind
  • Select the medium for the message with the receiver in mind
  • Plan for the timing of the communication; consider urgency
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16
Q

Tips for Receiver

A
  • Listen actively and carefully to the message.
  • Be sensitive to the sender; consider who is sending and why.
  • Influence the choice of medium.
  • Plan for and initiate timely feedback; acknowledge receipt and provide response.
  • Be sure to seek clarification when needed.
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17
Q

Planning a Meeting

A
  • Determine the objective or expected outcome of the meeting
  • Prepare the Agenda
  • Select and Invite the participants
  • Determine the time and physical arrangements
  • Consider matters of protocol (seating, introductions)
  • Prepare and distribute materials required for participant study well in advance of the meeting
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18
Q

Define Team Building

A

the process of taking a collection of individuals with different needs , backgrounds, and expertise and transforming them into an integrated, effective work unit

19
Q

Objectives of Team Building

A

To clarify team’s purpose and member roles

To achieve effective communication among members

To achieve effective ways of solving group problems

To achieve greater collaboration and creativity among team members

To achieve a trusting supportive atmosphere

20
Q

Characteristics of a Truly Integrated Team Part I

A
  • Satisfaction of individual needs
  • Shared interests
  • Strong sense of belonging
  • Pride and enjoyment in group activity
  • Commitment to team objectives
  • High trust, low conflict
21
Q

Characteristics of a Truly Integrated Team Part II

A
  • Ease with interdependence
  • High degree of group interaction and effective communications
  • Strong performance norms and results orientation
  • Ability to encourage the development of team members
  • Ability to interface with other organizations
22
Q

What makes teams effective?

A

Team knows what it must do, and commits to doing it!

Roles are clearly defined.

Leaders inculcate belief in purpose of the team.

Teamwork is focused on the task. Distinctions between task and process functions dissolve.

Members have a team consciousness / identification.

23
Q

Characteristics of High Performing Teams

A

Leaders and members devote extraordinary amounts of time to the task

Team members fully commit for the duration of the project

Teams focus on key issues and have well defined priorities

24
Q

Drivers to Project Team Performance

A

Interesting work

Recognition of accomplishments

Experienced engineering management

Direction and Leadership

Qualified Team Personnel

Professional Growth

25
Q

Barriers to Project Team Performance

A

Unclear objectives

Insufficient resources

Power struggle and conflict

Uninvolved / non-supportive management

Poor job security

Shifting goals and priorities

26
Q

Creating a New Project Team

A

Create a climate for effective team organization

Define the project organization, interfaces and reporting relations

  • Project charter
  • Project organization chart
  • Project responsibility matrix
  • Job descriptions

Define the project scope and key parameters

  • Work
  • Timing
  • Resources
  • Responsibilities

Staff the project and organize the team

27
Q

Project Team Leadership Model

A

Champion
Conductor
Club Director
Choreographer

28
Q

The Conductor

A

Challenges:

  • direct full team
  • team selection
  • conflict resolution
  • communication

Implications:

  • quality staffing
  • cross training opportunities
  • communication opportunities
29
Q

The Champion

A

Challenges:

  • Team Commitment
  • Team Instability
  • Build Identity and cohesiveness

Implications

  • PM “Omnipresence”
  • Lack of Initiative in the Team
30
Q

The Choreographer

A

Challenges

  • PM Credibility
  • Leadership Competition
  • Team Commitment

Implications

  • Focus on Functional Leaders
  • Need a Deputy PM Who is Present
  • Cross Boundary Teambuilding
31
Q

The Club Director

A

Challenges

  • No PM around
  • No Team commitment
  • lack of communication

Implications

  • Need Formalize Commitments
  • Need Selective Communication
  • Need Definitive Assignments
32
Q

7 Key Ingredients

A 
Open Communication
Risk Propensity
Fun
Trust
Ownership of work
Creativity
Tribal Culture
33
Q

Sources of Conflict in Project Management

A
  • Project Priorities
  • Administrative procedures
  • Technical Opinions and performance tradeoffs.
  • Human Resources
  • Cost
  • Schedules
  • Personality
34
Q

Conflict Resolution

“Confrontation”

A

Joint problem solving efforts where a solution to the problem is the goal, and win-lose dynamics are not of primary importance

35
Q

Conflict Resolution

“Compromise”

A

Characterized by a give-and-take attitude among all parties involved in the conflict, each winning and losing some points

36
Q

Conflict Resolution

“Smoothing Over”

A

Emphasizes areas of agreement and plays down the differences

37
Q

Conflict Resolution

“Forcing”

A

Exerting one’s viewpoint at the expense of another. Characterized by “I win, you lose” attitude.

38
Q

Conflict Resolution

“Withdrawal”

A

Avoiding or ignoring conflict situations

39
Q

Beneficial Aspects of Conflict

A

Produce better ideas

Force people to search for new approaches

Cause persistent problems to surface and be dealt with

Force people to clarify their views

Cause tension that stimulates interest and creativity

Give people the opportunity to test their capacities

40
Q

Emotional Stress Part I

A

Downsides to Working in Projects
-Long hours, tight schedules, high risks, high stakes

  • Negative consequences on social and family relationships and individual mental and physical health
  • -emotional stress, bankruptcy, divorce, ulcers, mental breakdowns, and heart attacks.

-Work overload: too much work or doing too many things at once

41
Q

Emotional Stress II

A

Role conflict.
-a person has two roles with incompatible requirements

Role ambiguity
-inadequate or confusing information about what a person is expected to do on the job.

Social relations
-working with people who are self-centered, authoritarian, abrasive, or condescending

42
Q

Organizational Means for Managing Stress

A

Setting reasonable work plans and schedules

Delegating responsibility and increasing individual autonomy

Clarifying responsibilities, authority and performance criteria

Clarifying goals, procedures and decision criteria

Giving consideration and support in leadership

43
Q

Individual Means for Managing Stress

A

Reduce stressors in the environment (perception, time management, effective planning)

Improve individual responses to stress (relaxation training, physical outlets, diversions)

Clinical treatment (counseling, psychotherapy, medical care)

Project management (7 decks)

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