Project Manager Role Flashcards
Project Manager Role
Project Manager Role
active problem solving
Active problem solving begins with problem definition. Problem definition is the ability to discern between the cause and effect of the problem. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms—which then affords opportunities for solutions.
avoiding power
The project manager refuses to act, get
involved, or make decisions.
Charismatic leadership
The leader is motivating, has highenergy, and inspires the team through
strong convictions about what’s possible
and what the team can achieve. Positive
thinking and a can-do mentality are
characteristics of a charismatic leader.
expert power
The project manager has deep skills and
experience in a discipline (for example,
years of working in IT helps an IT project
manager better manage IT projects)
ingratiating power
The project manager aims to gain favor
with the project team and stakeholders
through flattery.
Informational power
The individual has power and control of
the data gathering and distribution of
information
Interactional leadership
The leader is a hybrid of transactional,
transformational, and charismatic
leaders. The interactional leader wants
the team to act, is excited and inspired
about the project work, yet still holds the
team accountable for their results
guilt-based power
The project manager can make the team
and stakeholders feel guilty to gain
compliance in the project.
Leadership
Leadership is about aligning, motivating,
and inspiring the project team members
to do the right thing, build trust, think
creatively, and to challenge the status
quo.
Laissez-faire leadership
The leader takes a “hands-off” approach
to the project. This means the project
team makes decisions, takes initiative in
the actions, and creates goals. While this
approach can provide autonomy, it can
make the leader appear absent when it
comes to project decisions.
Management
Management utilizes positional power to
maintain, administrate, control, and focus
on getting things done without
challenging the status quo of the project
and organization.
Media selection
Based on the audience and the message
being sent, the media should be in
alignment with the message
Meeting management
Meetings are forms of communication. How the meeting is led, managed, and controlled all influence the message being delivered. Agendas, minutes, and order are mandatory for effective communications within a meeting.
Personal or charismatic power
The project manager has a warm
personality that others like
Presentation
In formal presentations, the presenter’s
oral and body language, visual aids, and
handouts all influence the message being
delivered.
Pressure-based power
The project manager can restrict choices
to get the project team to perform and do
the project work.
PMI Talent Triangle
Defines three areas of PDUs for PMI certified professionals to maintain their certification. The PMI Talent Triangle includes technical project management, leadership, and strategic and business management
positional power
The project manager’s power is because
of the position she has as the project
manager. This is also known as formal,
authoritative, and legitimate power.
Professional Development Units (PDUs)
PDUs are earned after the PMP to maintain the PMP certification. PMPs are required to earn 60 PDUs per three-year certification cycle. Of the 60 PDUs, a minimum of 35 hours must come from educational opportunitie
project manager
The role of leading the project team and
managing the project resources to
effectively achieve the objectives of the
project.
punitive or coercive power
The project manager can punish the
project team
referent power
The project manager is respected or admired because of the team’s past experiences with the project manager. This is about the project manager’s credibility in the organization.
reward power
The project manager can reward the
project team.
sender-receiver models
Communication requires a sender and a
receiver. Within this model may be
multiple avenues to complete the flow of
communication, but barriers to effective
communication may be present as well.
servant leadership
The leader puts others first and focuses
on the needs of the people he serves.
Servant leaders provide opportunity for
growth, education, autonomy within the
project, and the well-being of others. The
primary focus of servant leadership is
service to others.
Situational power
The project manager has power because
of certain situations in the organization.
style
The tone, structure, and formality of the
message being sent should be in
alignment with the audience and the
content of the message.
Transactional leadership
The leader emphasizes the goals of the
project and rewards and disincentives for
the project team. This is sometimes
called management by exception as it’s
the exception that is reward or punished.
Transformational leadership
The leader inspires and motivates the
project team to achieve the project goals.
Transformational leaders aim to empower
the project team to act, be innovative in
the project work, and accomplish through
ambition
