tailieunhanh - Succeeding in the Project Management Jungle How to Manage the People Side of Projects_6

Tham khảo tài liệu 'succeeding in the project management jungle how to manage the people side of projects_6', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 130 AVOIDING PITFALLS INTHE FIVE KEY PHASES OF A PROJECT decision-making process that minimizes positional argument allowing the discussion to turn into a team decision. Ravi is task oriented. Sheila has a much larger more holistic view. This translates into Ravi s team grumbling as he applies the whip by the end of Sheila s sections we see her team and management beginning to understand why Sheila s approach is a good one. Sheila is clear and direct. Ravi only appears to be that way. Trust The first PM selection team members do not trust one another. This is because they have not been transparent held each other accountable or used a clear communication approach. By contrast the members in the second example do have trust. Ravi s team is shown in what is a very typical nontrusting environment on modern project management teams. Many people say That s just the way it is and dismiss the view that the team members don t trust anyone not Ravi not management not really one another. On the other hand you can see the trust beginning to grow with Sheila s team. Integrity In the TACTILE example the leader of the team general manager Mark Simpson is shown to have demonstrated integrity by putting a process in place that works. This allows the team members to relax and follow his example it brings the best out in them. In the standard case he is much more passive. The team members essentially left rudderless act like him. It isn t surprising when out of frustration they break into positional camps. Ravi is a fine person and a hard worker. He is just caught in a toxic culture without a way to make things happen so he tries to bull his way through. Sheila by following her sense of integrity is beginning to establish her desired culture. Leadership Simpson does little to provide a culture in which the team can work well together in the standard example. In the TACTILE case he does provide leadership by creating a framework within which his team can work and by taking the right