ELC 347 project management

1. ELC 347 project management Day 8

2. Agenda • Questions • Assignment 3 Not graded yet • On my schedule to be graded on Friday • Assignment 4 posted • Due October 7 @ 12:35 PM • Quiz 1 • October 7 • Chapter 1-5 • M/C & essay questions • Integrative Project • part 1 >> Due • Start looking at part 2 on page 162 & 163 • Part two will be due on October 18

3. Leadership and the Project Manager Chapter 4

4. Leadership “The ability to inspire confidence and support among the people who are needed to achieve organizational goals.” Project management is leadership intensive!

5. My favorite leadership quote “Leadership is the art of accomplishing more than the science of management says is possible.” General Colin Powell

6. For Debate • Are certain people ”naturally born leaders”? • How can you tell if someone is a leader? • Name a great leader. • What made them great??

7. Leadership through partnership Exchange of purpose A right to say no Joint accountability Absolute honesty

8. Leaders Vs. Managers Managers have official titles in an organization Leadersfocus on interpersonal relationships rather than administration Important differences exist between the two on:

10. How the Project Manager Leads Project managers function as mini-CEOs and manage both “hard” technical details and “soft” people issues. Project managers: acquireproject resources motivate and build teams have a vision and fight fires communicate

11. Acquiring Resources Project are under funded for a variety of reasons: vague goals no sponsor requirements understated insufficient funds distrust between top managers and project managers

12. Communication It is critical for a project manager to maintain strong contact with all stakeholders Project meetings featuretask oriented and group maintenancebehaviors and serve to: update all participants increase understanding & commitment make decisions provide visibility

13. The project meeting • Used for both tracking and control • It is NOT a status review meeting • The main purpose of this meeting is to solve problems

14. Project Meeting Guidelines • Time Horizon • Only discuss activities that are between the last project meeting and this one • Invite Only those who must contribute • This is a “working” meeting • Distribute agenda in advance • Let everyone prepare and make sure everyone is prepared • Include an up-to-date time scaled network of the time horizon

15. Project Meeting Guidelines • Start and finish exactly on time • 30-45 min • Keep Meeting focused • No tangents! • Create other meetings for non-agenda items • Get Updates First • CP activities in order of due date • Press for Critical Path Solutions • Hottest problems first • Get agreement on solutions and commitment from decision makers

16. Project Meeting Guidelines • Assign Actions items • Action, name, due date • Everyone gets a copy at the end of the meeting • Document • Assign a scribe • If it isn’t written, it hasn’t been said • Everyone gets a copy ASAP • Close the meeting • Ask for recommendations, anticipated problems and/or issues • Set the date for the next meeting

17. Traits of Effective Project Leaders A number of studies on effective project leadership reveal these common themes: Good communication Flexibility to deal with ambiguity (without getting stressed out) Work well with project team Skilled at various influence tactics

18. Leading & Time Orientation • Alignment • timeline orientation • future time perspective • time span • poly/monochronic • time conception • Skills • warping • creating future vision • chunking time • predicting • recapturing the past

19. What are Project Champions? Champions are fanatics in the single-minded pursuit of their pet ideas. Champions can be: creative originators entrepreneurs godfathers or sponsors project managers

20. Champion Roles Traditional Duties technical understanding leadership coordination & control obtaining resources administrative • Nontraditional Duties • cheerleader • visionary • politician • risk taker • ambassador

21. Creating Project Champions Identify and encourage their emergence Encourage and reward risk takers Remember the emotional connection Free champions from traditional project management duties

22. The New Project Leadership Four competencies determine a project leader’s success: Understanding and practicing the power of appreciation Reminding people what’s important Generating and sustaining trust Aligning with the led

23. Project Management Professionalism Project work is becoming the standard for many organizations There is a critical need to upgrade the skills of current project workers Project managers and support personnel need dedicated career paths

24. Creating Project Managers Match personalitieswith project work Formalize commitment to project work with training programs Develop a unique reward system Identify a distinct career path

25. Objectives • Project Managers as Leaders • Motivation methods • For self • For others • Artful Influence • Effective Delegations • The 3 A’s • Accountability • Authority • Autonomy

26. Tony’s rules for managers • Criticize privately • Praise publicly

27. Leadership and Motivation • "When one treats people with benevolence, justice and righteousness, and reposes confidence in them, the army will be united in mind and all will be happy to serve their leaders."       Sun Tzu “The Art of War”

28. Becoming a manager • If you work at a place long enough you become manager • 50% fail • Being a good employee does not make you a good manager • Being a “doer” doesn’t make you a manager

29. A project managers leadership • Coordinate different functional groups and diverse personalities • Evoke commitment from people who don’t report to the manager • Gain a sense of accomplishment from other’s achievement other than own • Take initiative in looking ahead of deadlines toward larger company goals • Become accountable for other’s performance or lack of performance • Develop the skills of employees

30. Project managers • Lead when necessary • Follow when someone knows better • Get of the way of good people who know how to do their jobs • The goal is successful completion of the project…not the personal edification of the project manager

31. Motivation Methods for Self • A leader has intensity of vision and a high expectation of success • When your own motivations wanes, you can borrow from someone else. • Tom Peters • Peter Drucker • Warren Bennis

32. Quotes • “The manager asks how and when; the leader asks what and why.” • Warren Bennis • “Leaders shouldn't attach moral significance to their ideas: Do that, and you can't compromise.” • Peter Drucker • “An ability to embrace new ideas, routinely challenge old ones, and live with paradox will be the effective leaders premier trait." • Tom Peters

33. Motivation Methods for others • People can only be productive if they work in an environment that fosters productivity • 5 steps • Determine task preferences • Communicate Goals • Define role in success • Recognize contributions • Invite solutions

34. Artful Influence • Use influence and not power • Influence • To have an effect on the condition or development of a project • Power • Possession of control, authority • A leader has only the power that others are willing to defer to him/her.

35. Techniques of Artful Influence • Deferring Power • Power you allow others to have from you or which you grant to others • Employees do not respond to strong arm tactics

36. Tony’s rules for managers • Having to fire an employee is a failure of management…not a failure of the employee • Every time you have to fire someone, you are admitting that you cannot manage the situation

37. Techniques of Artful Influence • Meeting employees needs • Co-opt • Empowerment • Clear definitions of successes for both the manager and the employee • A working relationship built on mutual respect • Willingness to accept an employee's input into decisions that affect the employee

38. Techniques of Artful Influence • Internal motivation • Employees are intrinsically motivated • There is a basic human motivation to do good things and to want to be recognized for doing good things • The goal of the managers is to help to employee self-define what is a “good thing” • Banditos MC motto • “If you can’t be well loved be well hated.” • People desire attentions of one form or another.

39. Effective delegation • Delegation • Handing parts of a project off to a competent team member • Don’t micro manage! • It show disrespect to the people ability • People will back away from their responsibility and let you take it

40. Effective delegation rules • Don’t overload the best employees • Prepare people for the tasks you are about to give them • Be sure the employee has the competence, skill and ability to complete the task • Remind yourself that having too much to do means,,,, you will do everything badly • Check that the delegation is working • If necessary shift to someone else • Remember that employees work hard.. Show Respect and gratitude for the work that you have delegate to them

41. The three A’s of leadership • Accountability • Authority • Autonomy

42. Accountability • Accountability is a responsibility to account for and/or explain actions undertaken • Never make someone accountable for something that they cannot control. • Accountability without Authority! • The big question is how to get someone to be accountable for something that is an inherent risk? • Remove blame and reward the attempt

43. Authority • Authority is the power or right to give orders or make decisions • Self-Authority is taking the lead and moving ahead with projects • Authority must be bounded and defined to be effective • At times you must “grow” employees to get them ready to accept authority

44. Autonomy • Autonomy is the desire, ability and authority to make decisions and act in the interest of the project without direct supervision. • The more autonomy someone has the easier he/she is to manage

45. A project manager • Directs • Guides • Supports • Encourages • Gen. Colin Powell on leadership