Project Manager Role Flashcards
Active Listening
The message receiver restates what’s been said to fully understand and confirm the message and it provides an opportunity for the sender to clarify the message if needed
Active Problem Solving
This 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 symptons to the cause of the symptons - which then affords opportunities for solutions
Avoiding Power
The PM refuses to act, get involved, or make decisions
Charismatic Leadership
Leader is motivating, has high energy, 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 this
The PM has deep skills and experience in a discipline
Expert Power
Ingratiating Power
The PM aims to gain favor with the project team and stakeholders through flattery
The individual has power and control of the data gathering and distribution of information
Informational Power
Interactional Leadership
The leader is a hybrid of transcational, transformational, and charistmatic leaders. This leader wants the team to act, is excited and inspired about the project work, yet still holds the team accountable for their results
The PM can make the team and stakeholders feel guilty to gain compliance in the project
Guilt-Based Power
Leadership
This trait 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
Leader takes a “hands-off” approach to the project. Means the project team makes decisions, takes initiative in the actions and creates goals. While it can provide autonomy, it can make the leader appear absent when it comes to project decisions
Management
This 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 PM 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 PM can restrict choices to get the project team to perform and do the project work
PMI Talent Triangle
Defines three areas of PDU’s for PMI certified professionals to maintain their certification. This includes, technical project management, leadership, and strategic and business management
Positional Power
The PM’s power is because of the position she has as the PM. This is also known as formal, authoritative, and legitimate power
Professional Development Units
These are earned after the PMP to maintain PMP certification. PMP’s are required to earn 60 PDU’s per three year certification cycle. Of the 60 PDU’s, a minimum of 35 hours must come from educational opportunities
Project Manager
The role of leading the project team and managing the resources to effectively achieve the objectives of the project
Punitive or coercive power
The PM can punish the project team
Referent Power
The PM is respected or admired because of the team’s past experiences with the PM. This is about the PM’s credibility in the organization
The PM can reward the project team
Reward Power
