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Stakeholder Map for Financial Software Installation Project
FIGURE 10.2
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–12
10–13
Management by Wandering Around
Management by Wandering Around (MBWA)
Involves managers spending the majority of their time in face-to-face interactions with employees building cooperative relationships.
Characteristics of Effective Project Managers
Initiate contact with key stakeholders
Anticipate potential problems
Provide encouragement
Reinforce the objectives and vision of the project
Intervene to resolve conflicts and prevent stalemates
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–13
10–14
Managing Upward Relations
Project Success = Top Management Support
Appropriate budget
Responsiveness to unexpected needs
A clear signal to the organization of the importance of cooperation
Motivating the Project Team
Influence top management in favor of the team:
Rescind unreasonable demands
Provide additional resources
Recognize the accomplishments of team members
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–14
10–15
The Significance of a Project Sponsor
FIGURE 10.3
Upper management
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–15
10–16
Leading by Example
FIGURE 10.4
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–16
10–17
Ethics and Project Management
Ethical Dilemmas
Situations where it is difficult to determine whether conduct is right or wrong:
Padding of cost and time estimations
Exaggerating pay-offs of project proposals
Falsely assuring customers that everything is on track
Being pressured to alter status reports
Falsifying cost accounts
Compromising safety standards to accelerate progress
Approving shoddy work
Code of conduct
Professional standards and personal integrity
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–17
Building Trust: The Key to Exercising Influence
Trust
An elusive concept
See it as a function of character and competence
Character focuses on personal motives.
Competence focuses on skills necessary to realize motives.
The core of highly effective people is a character ethic (Stephen Covey in Seven Habits of Highly Effective People).
Consistency—more predictable
Openness—more receptive to others
A sense of purpose—what is best for the organization and the project
10–18
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
10–19
Contradictions of Project Management
Innovate and maintain stability
See the big picture while getting your hands dirty
Encourage individuals but stress the team
Hands-off/Hands-on
Flexible but firm
Team versus organizational loyalties
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–19
10–20
Traits of an Effective Project Manager
Systems thinker
Personal integrity
Proactive
High emotional intelligence (EQ)
General business perspective
Effective time management
Skillful politician
Optimist
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–20
10–21
Suggestions for Project Managers
Build relationships before you need them.
Trust is sustained through frequent face-to-face contact.
Realize that “what goes around comes around.”
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–21
10–22
Key Terms
Emotional intelligence (EQ)
Inspiration-related currencies
Law of reciprocity
Leading by example
Management by wandering around (MBWA)
Personal-related currencies
Position-related currencies
Proactive
Relationship-related currencies
Social network building
Stakeholder
Systems thinking
Task-related currencies
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.