Chapter 11 Flashcards
Shareholder managers
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
Consensus managers
Leaders who solicit and act upon the most input from their staff-high on communication in general
Autocratic managers
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
Consultative (Autocrat) Managers
(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).
Leadership vs. Management
Leadership:
- 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
Leadership vs. Management
Management:
- 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
Leadership Competencies 1
The project manager should understand:
the technology involved in the project.
the management process
the systems context and strategic context of the project
Leadership Competencies 2
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
Technical Competence
Project Manager must be able to:
- 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
Technical Competence
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!
Define Technical Competence
an understanding of the technology involved, the engineering tools and techniques employed, product applications, technological trends and evolutions, and the relationship among supporting technologies
Sources of Power
Most References cite: Formal (Legitimate) power Reward power (5% bonus) Coercive (Penalty) power (no carrot just a stick) Expert power Referent (Charisma) power (cheerleader)
Growing Project Managers
Training
On the Job Training
Mentoring
Communications Model
- 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
Tips for Sender
- 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
Tips for Receiver
- 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.
Planning a Meeting
- 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
Define Team Building
the process of taking a collection of individuals with different needs , backgrounds, and expertise and transforming them into an integrated, effective work unit
Objectives of Team Building
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
Characteristics of a Truly Integrated Team Part I
- Satisfaction of individual needs
- Shared interests
- Strong sense of belonging
- Pride and enjoyment in group activity
- Commitment to team objectives
- High trust, low conflict
Characteristics of a Truly Integrated Team Part II
- 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
What makes teams effective?
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.
Characteristics of High Performing Teams
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
Drivers to Project Team Performance
Interesting work
Recognition of accomplishments
Experienced engineering management
Direction and Leadership
Qualified Team Personnel
Professional Growth
Barriers to Project Team Performance
Unclear objectives
Insufficient resources
Power struggle and conflict
Uninvolved / non-supportive management
Poor job security
Shifting goals and priorities
Creating a New Project Team
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
Project Team Leadership Model
Champion
Conductor
Club Director
Choreographer
The Conductor
Challenges:
- direct full team
- team selection
- conflict resolution
- communication
Implications:
- quality staffing
- cross training opportunities
- communication opportunities
The Champion
Challenges:
- Team Commitment
- Team Instability
- Build Identity and cohesiveness
Implications
- PM “Omnipresence”
- Lack of Initiative in the Team
The Choreographer
Challenges
- PM Credibility
- Leadership Competition
- Team Commitment
Implications
- Focus on Functional Leaders
- Need a Deputy PM Who is Present
- Cross Boundary Teambuilding
The Club Director
Challenges
- No PM around
- No Team commitment
- lack of communication
Implications
- Need Formalize Commitments
- Need Selective Communication
- Need Definitive Assignments
7 Key Ingredients
Open Communication Risk Propensity Fun Trust Ownership of work Creativity Tribal Culture
Sources of Conflict in Project Management
- Project Priorities
- Administrative procedures
- Technical Opinions and performance tradeoffs.
- Human Resources
- Cost
- Schedules
- Personality
Conflict Resolution
“Confrontation”
Joint problem solving efforts where a solution to the problem is the goal, and win-lose dynamics are not of primary importance
Conflict Resolution
“Compromise”
Characterized by a give-and-take attitude among all parties involved in the conflict, each winning and losing some points
Conflict Resolution
“Smoothing Over”
Emphasizes areas of agreement and plays down the differences
Conflict Resolution
“Forcing”
Exerting one’s viewpoint at the expense of another. Characterized by “I win, you lose” attitude.
Conflict Resolution
“Withdrawal”
Avoiding or ignoring conflict situations
Beneficial Aspects of Conflict
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
Emotional Stress Part I
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
Emotional Stress II
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
Organizational Means for Managing Stress
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
Individual Means for Managing Stress
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)
