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Lecture Project management: The managerial process (6/e) - Chapter 10: Leadership: Being an effective project manager

This chapter is based on the premise that one of the keys to being an effective project manager is building cooperative relationships among different groups of people to complete projects. Project success does not just depend on the performance of the project team. | Project Management 6e. 10–1 10–2 Where We Are Now Project Management 6e. 10–2 10–3 Managing versus Leading a Project Managing—coping with complexity Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve technical problems Serve as peacemaker Make tradeoffs among time, costs, and project scope Leading—coping with change Recognize the need to change to keep the project on track Initiate change Provide direction and motivation Innovate and adapt as necessary Integrate assigned resources Project Management 6e. 10–3 10–4 Managing Project Stakeholders Project Management Maxims: You can’t do it all and get it all done Projects usually involve a vast web of relationships. Hands-on work is not the same as leading. More pressure and more involvement can reduce your effectiveness as a leader. What’s important to you likely isn’t as important to someone else Different groups have different stakes (responsibilities, agendas, and priorities) in the . | Project Management 6e. 10–1 10–2 Where We Are Now Project Management 6e. 10–2 10–3 Managing versus Leading a Project Managing—coping with complexity Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve technical problems Serve as peacemaker Make tradeoffs among time, costs, and project scope Leading—coping with change Recognize the need to change to keep the project on track Initiate change Provide direction and motivation Innovate and adapt as necessary Integrate assigned resources Project Management 6e. 10–3 10–4 Managing Project Stakeholders Project Management Maxims: You can’t do it all and get it all done Projects usually involve a vast web of relationships. Hands-on work is not the same as leading. More pressure and more involvement can reduce your effectiveness as a leader. What’s important to you likely isn’t as important to someone else Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project. Remember: project management is tough, exciting, and rewarding—endeavor to persevere. Project Management 6e. 10–4 10–5 Influence as Exchange The Law of Reciprocity One good deed deserves another, and likewise, one bad deed deserves another. Quid pro Quo Mutual exchanges of resources and services (“back-scratching”) build relationships. Influence “Currencies” (Cohen and Bradford) Cooperative relationships are built on the exchange of organizational “currencies” (favors). Project Management 6e. 10–5 10–6 Commonly Traded Organizational Currencies TABLE 10.1 Task-related currencies Resources Lending or giving money, budget increases, personnel, etc. Assistance Helping with existing projects or undertaking unwanted tasks. Cooperation Giving task support, providing quicker response time, or aiding implementation. Information Providing organizational as well as technical knowledge. Position-related currencies Advancement Giving a task or assignment that can result in .