Project Manager's Role in PMC and Interpersonal Skills

1. Quick Recap of Lesson 2

2. Process group identification

3. Lesson 1: Examining Professional Project ManagementTopic 1B: Identify Professional and Social ResponsibilitiesTopic 1C:Identify the Interpersonal Skills Required for a Project Manager

4. Learning Objectives • Relationship between project manager and project monitoring and controlling • Enhance Leadership Ability • Review Coaching Skills • Key skills • Coaching Relationship • Process • Communication, building trust and rapport, listening skills, approach and technique, influencing and directing

5. Definition of Project Manager in relationship to PMC(Project Monitoring and Controlling) • The person with authority to manage a project. This includes leading the planning and the development of all project deliverables. The project manager is responsible for managing the budget and workplan and all Project Management Procedures such as scope management, issues management, riskmanagement, etc. • The person or firm responsible for the planning, coordination and controlling of a project from inception (Initiation)to completion (Closing), meeting the project's requirements and ensuring completion on time, within cost and to required quality standards. • The Project Manager is the individual responsible for the day-to-day management of the project. • A project manager is the person who has the overall responsibility for the successful planning and execution of any project.

6. Project = People (People are THE MOST Difficult resource to manage)

7. Leading Aim is positive change Setting direction Aligning people to vision Motivating Coaching Managing Aim is predictable, orderly results Organizing Staffing Planning Budgeting Solving problems Leading vs. Managing

8. Definitions: Coaching, Counseling, Mentoring, & Training • Coaching focuses on improving skills. • can address issues of know how, know when, know why, motivation, time, distraction, priorities, support. • Counseling: is coaching that focuses on peace of mind. • Mentoring: is coaching about career and relationships with people and the organization. • Training: is skill building from the ground up.

9. Beacon Radar Alarm Clock Patient Flexible Honest Self-Perception Confront Sell Help Push Envelope Motivate Cheerlead Optimistic Subject Expert Director Helping Hand Hear Venting Gardener Notice Success Honest Confident Consistent Mindful Guide Mirror Evolutionary Elder 25 of the Things Coaches Do

10. 10 Ways to Communicate Better • Consider compromise. • Another person's view of reality may be as real as your own. • Never assume that you know what the other person is thinking, or what they have done. • Check out your assumptions. • Ask questions. • Do not correct another's statement of his/her feelings. • Be specific when you introduce a comment.

11. Contd… • Ask for a reasonable change. • Try substituting "and" for "but". • "But" tends to negate anything that went before. • "And" includes both sides of the statement. • Ensure that your body language is congruent with your message. • When receiving constructive feedback consider it carefully and with a balanced approach. • Remember that others’ opinions of you are not always true

12. 1. Prepare in advance: requirements, opportunities, motivations, history 2. Agree on goals 3. Be a map-maker; Get commitments discuss motivations and opportunities, define process set time guidelines create a contract 4. Coach Pick time & space carefully Build rapport & trust Provide challenge Use action based language; who, what, when Build positive expectations Encourage generously Celebrate success 5. Review & Decide Next Steps Coaching Process – One Model

13. Coaching Process – One Model 1. Prepare in advance • requirements, • opportunities, • motivations, • history • gather information • separately and together

14. Coaching Process – One Model 2. Agree on goals • SMART: specific, measurable, achievable, relevant & timely. • Conditions brought about by action. • Small & large outcomes. • Gaps to be filled. • Know what success will look like.

15. Coaching Process – One Model 3. Be a map-maker • Plan the route in advance; determining the milestones; • To help steer towards the goals • To park tangents • Get commitments • Discuss motivations and opportunities, • Define process • Set timelines • Create a contract, if required

16. Coaching Process – One Model 4. Coach • Pick your time and space. • Coach privately away from distractions and interruptions. • Build rapport • Get conversation going with small or soft talk • Build trust • Clarify roles • Promise an absence of vulnerability • Listen; ask questions, paraphrase, acknowledge

17. Coaching Process – One Model • Provide challenge • Ask the coachee to reach. • Create levels of success, between perfection and failure, that can be rewarded. • Use action based language. • Who is to act? What will they do? • Be precise. • Describe what others see. • With what frequency & duration? • At what intervals?

18. Coaching Process – One Model • Build positive expectations. • Jointly determine barriers and how to overcome each. • Continually focus on potential positive results. • Cultivate • Offer ideas, know how, wisdom, experience, stories, direction • Motivate with encouragement

19. Coaching Process – One Model 5. Review and Decide Next Steps • Measure progress toward goals at scheduled intervals • Adjust the plan/map as necessary • Celebrate • Dissolve the relationship when appropriate. • Mutually • With loose ends tied • With a method to re-start

20. 8 Don’ts for Project Manager (Coaching)

21. Don’t use taxi talk Don’t be ambiguous Don’t try for giant steps Don’t allow transference Don’t be a devil’s advocate Don’t do the work for the person being coached Don’t stick to original goals when better goals emerge Don’t focus only on performance, focus on the person as well 8 Don’ts of Coaching

22. Eight Don’ts of Coaching • Don’t use taxi talk. • Taxi talk is aimless assessments, observations, judgments and opinions. • Stick with action talk; e.g. who does what, by when. • Don’t be ambiguous • Avoid vague, non-specific wording and phrases that are easily misunderstood.

23. Eight Don’ts of Coaching • Don’t try for giant steps. • You’ll get there faster with a series of baby steps. • Each successful step will produce motivating energy • Don’t allow transference. • Recognize the individuality of the person being coached. They are not you. • Consider what actions they can take. Don’t project your abilities on them.

24. Eight Don’ts of Coaching • Don’t be a devil’s advocate. • Look for and emphasize the positive. • Recognize failure as learning and create new action ideas • Don’t do the work for the person being coached. • The coach imparts wisdom. • Together the coach and person being coached think, shape, invent, decide . . . • The person being coached takes the action steps.

25. Specific Opportunistic Time sensitive Supportive Motivating Objective Apolitical Performance oriented Supports corporate competencies A leveraging strategy Features of Coaching Relationships

26. Features of Coaching Relationships • Specific • Coaching can focus on what is needed most. • Opportunistic • Coaching can produce beneficial effects right now. • Time sensitive • Coaching can be delivered just in time. When it is needed, not too soon or too late. • Motivating • Coaches motivate via stimulation, inspiration and persistence.

27. Features of Coaching Relationships • Supportive • Coaches help the person they are coaching use existing skills better. • Objective • Coaching ought to be an objective outside point of view. • The coach’s experience helps them to see the opportunity with more clarity. • A leveraging strategy • Coaching focuses on specifics i.e. just enough learning to help the right people make precise changes.

28. Features of Coaching Relationships • Apolitical • Coaching can occur outside the normal office atmosphere. • Oriented to performance • Coaching focuses on finding or prescribing just the right actions the person being coached can take to change conditions. • Supportive of corporate competencies • Coaching is a tactic to cultivate specified competencies.

29. Evolutionary elder Partner Champion Guide Reality checker Visionary Director Radar Beacon The Habits, Qualities, Attributes and Traits of a Good Project Manager

30. The Habits, Qualities, Attributes and Traits of a Good Project Manager • Evolutionary elder • The coach has more experience and know how than the person being coached. • Coach can be a sounding board for ideas. • Partner • Coach benefits when the person being coached achieves. • Champion • Coach leads the supporting cheers.

31. The Habits, Qualities, Attributes and Traits of a Good Project Manager • Guide • Coach shows the person being coached the right steps to take, which pitfalls to avoid. • Reality checker • Coach helps person being coached evaluate progress towards goals. • Visionary • Coach (and person being coached) envision what success would look like.

32. The Habits, Qualities, Attributes and Traits of a Good Project Manager • Director • Coach directs person being coached as to what actions to take. Uses phrases like “try this . . .”. • Radar • Coach often can see & understand what the person being coached cannot. • Beacon • Coach can sometimes sound an early warning.

33. Topic 1B: Identify Professional and Social Responsibilities

34. Social Responsibility Social responsibility is the obligation of organization’s management to make decisions and take actions that will enhance the welfare and interests of society as well as the organization. Social responsibility is therefore quite important to the society, organization and human It can be said that social responsibility is not fixed and has to be related to pressures at a particular point of time

35. It is related to the ethical responsibility and differentiates into different levels of social responsibilities, which is : 1) economic 2) legal 3) ethical and 4) discretionary responsibilities.

36. Responsibility can be divided into 4 groups of beneficiaries • Owners/shareholders • Employees • Customers/consumers • Community

37. Responsibility to owners: • Resources available are used for the benefit of the owners/shareholders • Stability of the enterprise • Ensure that the company grows, so that the shareholder gains from increase in the market price of his shares

38. Responsibility to employees • Provide adequate monetary , psychological rewards as well as job security • Selection of employees should be made fairly • Providing educational opportunities & training to the employee at company’s expense • Working conditions should be safe & pleasant

39. Responsibility to consumers: • To provide prompt courteous & dependable service • Provide adequate quality products at reasonable price

40. Responsibility to community Should improve quality of life of the people in the community it is established

41. “It is not the strongest species that will survivebut that which has thegreatest capacityto adapt.” Charles Darwin Closing Thought