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Leadership and the Project Manager. Chapter 4. Leadership. “The ability to inspire confidence and support among the people who are needed to achieve organizational goals.” Project management is leader intensive!. Leaders Vs. Managers. Managers have official titles in an organization

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Leadership and the Project Manager


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    Presentation Transcript
    1. Leadership and the Project Manager Chapter 4

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

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

    4. 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

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

    6. 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

    7. Traits of Effective Project Leaders A number of studies on effective project leadership reveal these common themes: Good communication Flexibility to deal with ambiguity Work well with project team Skilled at various influence tactics

    8. 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

    9. 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

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

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

    12. 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

    13. 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

    14. 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