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
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.
voiding power
the PM refuses to act, get involved or make decisions
charismatic leadership
the 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 a charismatic leader
expert power
the PM has deep skills and experience in a discipline
ingrtiating power
the PM aims to gain favor with the project team and stakeholders through flattery
informational power
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 PM 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 initiatives in the actions, creates goals. while this approach can provide autonomy, it can make the leader appear absent when it comes to project decisions.
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 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 3 areas of PDUs for PMI certified professionals to maintain their certification. 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 project manager
this is known as formal, authoritative and legitimate power
Professional Development Units (PDUs)
are earned after the PMP to maintain certification
project manager
leads the project team and managing the project 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.
reward power
the PM 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 PM 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 leader
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
