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Strategic Application in Project Management Assignment
Do an Internet search for the Keirsey Temperament Sorter Questionnaire and find a site that appears to have a reputable self-assessment questionnaire. Respond to the questionnaire to identify your temperament type. Read supportive documents associated with your type. What does this material suggest are the kinds of projects that would best suit you? What does it suggest your strengths and weaknesses are as a project manager? How can you compensate for your weaknesses?
Chapter Ten
Being an Effective Project Manager
10-1
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
10–2
Where We Are Now
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–2
Learning Objectives
Understand the difference between leading and managing a project
Understand the need to manage project stakeholders
Identify and apply different “influence currencies” to build positive relations with others
Create a stakeholder map and develop strategies for managing project dependencies
Understand the need for a highly interactive management style on projects
More effectively manage project expectations
Develop strategies for managing upward relations
Understand the importance of building trust and acting in an ethical manner while working on a project
Identify the qualities of an effective project manager
10–3
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Chapter Outline
10.1 Managing versus Leading a Project
10.2 Managing Project Stakeholders
10.3 Influence as Exchange
10.4 Social Network Building
10.5 Ethics and Project Management
10.6 Building Trust: The Key to Exercising
Influence
10.7 Qualities of an Effective Project Manager
10–4
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
10–5
Managing versus Leading a Project
Managing—coping with complexity
Formulate plans and objectives
Monitor results
Take corrective action
Expedite activities
Solve technical problems
Serve as peacemaker
Make tradeoffs among time, costs, and project scope
Leading—coping with change
Recognize the need to change to keep the project on track
Initiate change
Provide direction and motivation
Innovate and adapt as necessary
Integrate assigned resources
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–5
10–6
Managing Project Stakeholders
Project Management Maxims:
You can’t do it all and get it all done.
Projects usually involve a vast web of relationships.
Hands-on work is not the same as leading.
More pressure and more involvement can reduce your effectiveness as a leader.
What’s important to you likely isn’t as important to someone else.
Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project.
Remember: project management is tough, exciting, and rewarding—endeavor to persevere.
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–6
10–7
Network of Stakeholders
FIGURE 10.1
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–7
10–8
Influence as Exchange
The Law of Reciprocity
One good deed deserves another, and likewise, one bad deed deserves another.
Quid pro Quo
Mutual exchanges of resources and services (“back-scratching”) build relationships.
Influence “Currencies” (Cohen and Bradford)
Cooperative relationships are built on the exchange of organizational “currencies” (favors).
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–8
10–9
Commonly Traded Organizational Currencies
TABLE 10.1
Task-related currencies
Resources Lending or giving money, budget increases, personnel, etc.
Assistance Helping with existing projects or undertaking unwanted tasks.
Cooperation Giving task support, providing quicker response time, or aiding implementation.
Information Providing organizational as well as technical knowledge.
Position-related currencies
Advancement Giving a task or assignment that can result in promotion.
Recognition Acknowledging effort, accomplishments, or abilities.
Visibility Providing a chance to be known by higher-ups or significant others in the organization.
Network/ Providing opportunities for linking with others. contacts
Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–9
10–10
Organizational Currencies (cont’d)
TABLE 10.1 (cont’d)
Inspiration-related currencies
Vision Being involved in a task that has larger significance for the unit, organization, customer, or society.
Excellence Having a chance to do important things really well.
Ethical correctness Doing what is “right” by a higher standard than efficiency.
Relationship-related currencies
Acceptance Providing closeness and friendship.
Personal support Giving personal and emotional backing.
Understanding Listening to others’ concerns and issues.
Personal-related currencies
Challenge/learning Sharing tasks that increase skills and abilities.
Ownership/involvement Letting others have ownership and influence.
Gratitude Expressing appreciation.
Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–10
10–11
Social Network Building
Mapping Stakeholder Dependencies
Project team perspective:
Whose cooperation will we need?
Whose agreement or approval will we need?
Whose opposition would keep us from accomplishing the project?
Stakeholders’ perspective:
What differences exist between the team and those on whom the team will depend?
How do the stakeholders view the project?
What is the status of our relationships with the stakeholders?
What sources of influence does the team have relative to the stakeholders?
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