Transcript ELC 347/BUS 348/PSA 347

Day 7
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Agenda
 Questions?
 IP part 1 due
 IP Part 2 Due Oct 10 (or maybe Oct 14)
 Group work days  Oct 3
 Assignment 2 Corrected
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1 A, 3 B’s
 Assignment 3 Posted
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Due September 30 prior to class
 Assignment 4 Posted
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Read Case Study 4.3, Problems with John (page 130) and 5.4, Classic Case: The Ford Edsel . (page
167). Complete and upload the answers to the Questions at the end of each case study.
In addition, complete the MS Project Exercise Project Outline-Remodeling an Appliance on page
171 of the text. Upload a MS project file (*.mpp) Due Oct 7
 Exam 1 on Oct 7

Chaps 1-5 Open Book Open Notes 80 min.
 Leadership and the Project Manager
Copyright 2005 Prentice Hall
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Ch 1 -2
Assignment 2
 Xerox Alto
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Do you see a logical contradiction in Xerox’s willingness to devote millions of
dollars to support pure research sites like PARC and then refusing to
commercially introduce the products produced?
How does Xerox’ strategic vision work in favor or against the development of
radical new technologies such as the Alto?
How did other unforeseeable events combine to make Xerox’s executives
unwilling to take any new risks, precisely at the time that the Alto was ready to be
released?
“Radical innovation cannot be too radical if we want it to be commercially
successful.” Argue either in favor of or against this statement.
 Gotcha
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How does the organization’s culture support this sort of behavior? What are the
pressures the manager faces? What are the pressures the subordinate faces?
Discuss the statement, “If you don’t take my estimates seriously, I’m not going to
give you serious estimates!” How does this apply in this example?
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3
Leadership and
The Project Manager
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Chapter 4 Learning Objectives
After completing this chapter, students will be able to:
 Understand how project management is a “leader
intensive” profession.
 Distinguish between the role of a manager and the
characteristics of a leader.
 Understand the concept of emotional intelligence as it
relates to how project managers lead.
 Recognize traits that are strongly linked to effective
project leadership.
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Chapter 4 Learning Objectives
After completing this chapter, students will be able to:
 Understand the implications of time orientation on
project management.
 Identify the key roles project champions play in project
success.
 Recognize the principles that typify the new project
leadership.
 Understand the development of project management
professionalism in the discipline.
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Leadership
“The ability to inspire confidence and
support among the people who are needed to
achieve organizational goals.”
Project management is leader intensive!
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04-05
My favorite leadership quote
“Leadership is
the art of accomplishing
more than the science of management
says is possible.”
General Colin Powell
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4-8
For Debate
 Are certain people ”naturally born leaders”?
 How can you tell if someone is a leader?
 Name a great leader.
 What made that leader great??
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Leaders Vs. Managers
Managers have official titles in an
organization
Leaders focus on interpersonal relationships
rather than administration
Important differences exist between the two on:
•Creation of purpose
•Network development
•Focus timeframe
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•Outcomes
•Execution
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Differences Between Managers
and Leaders
do the right thing
Command respect
develop new processes
innovate
focus on people
LEADERS
originate
focused on potential
earn their position
have long-term goal
do things right
Demand respect
maintain the status quo
administer
inspire trust
focus on systems
MANAGERS
imitate
state their position
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strive for control
focused on the bottom line
short-term view
Figure 4.2
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How the Project Manager Leads
Project managers function as mini-CEOs and
manage both “hard” technical details and “soft”
people issues.
Project managers:
acquire project resources
motivate and build teams
have a vision and fight fires
communicate
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Acquiring Resources
Project are under funded for a variety of reasons:
vague goals
no sponsor
requirements understated
insufficient funds
distrust between managers
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Communication
It is critical for a project manager to maintain strong
contact with all stakeholders
Project meetings feature task oriented and group
maintenance behaviors and serve to:
 update all participants
 increase understanding & commitment
 make decisions
 provide visibility
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Leadership & Emotional Intelligence
Emotional intelligence refers to leaders’ ability to
understand that effective leadership is part of the emotional
and relational transaction between subordinates and
themselves.
Five elements characterize emotional intelligence:
 Self-awareness
 Self-regulation
 Motivation
 Empathy
 Social skill
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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
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Leading & Time Orientation
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Alignment
timeline orientation
(Future, present, past)
future time perspective
time span
poly/monochronic
time conception
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•
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Skills
warping
creating future vision
chunking time
predicting
recapturing the past
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What are Project Champions?
Champions are fanatics in the singleminded pursuit of their pet ideas.
Champions can be:
creative originators
entrepreneurs
godfathers or sponsors
project managers
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Champion Roles
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Traditional Duties
technical understanding
leadership
coordination & control
obtaining resources
administrative
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Nontraditional Duties
• cheerleader
• visionary
• politician
• risk taker
• ambassador
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Creating Project Champions
Identify and encourage their emergence
Encourage and reward risk takers
Remember the emotional connection
Free champions from traditional management
duties
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New Project Leadership
Four competencies determine a project leader’s
success:
1. Understanding and practicing the power of
appreciation  “connoisseurs of talent”
2. Reminding people what’s important
3. Generating and sustaining trust
4. Aligning with the led
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Project Management Professionalism
o
Project work is becoming the standard for
many organizations
o There is a critical need to upgrade the
skills of current project workers
o Project managers and support personnel
need dedicated career paths
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Creating Project Managers
Match personalities with project work
Formalize commitment to project work with
training programs
Develop a unique reward system
Identify a distinct career path
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04-23
5 Practices of leadership – Kouzes and
Posner
 Model the Way
 Inspire a Shared Vision
 Challenge the Process
 Enable Others to Act
 Encourage the Heart
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Summary
Understand how project management is a “leader
intensive” profession.
2. Distinguish between the role of a manager and the
characteristics of a leader.
3. Understand the concept of emotional intelligence as
it relates to how project managers lead.
4. Recognize traits that are strongly linked to effective
project leadership.
1.
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Summary
5. Understand the implications of time orientation on
project management.
6. Identify the key roles project champions play in
project success.
7. Recognize the principles that typify the new project
leadership.
8. Understand the development of project management
professionalism in the discipline.
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04-26
Objectives
 Project Managers as Leaders
 Motivation methods
 For self
 For others
 Artful Influence
 Effective Delegations
 The 3 A’s
 Accountability
 Authority
 Autonomy
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Tony’s rules for managers
Criticize privately
Praise publicly
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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”
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Becoming a manager
 If you work at a place long enough you become
manager
 http://www.employmentblawg.com/leadership-
development-failure-new-managers-often-left-to-sinkor-swim-study-shows/
 50% fail
 Being a good employee does not make you a good
manager
 Being a “doer” doesn’t make you a manager
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A project managers leadership
 Coordinate different functional groups and diverse
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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
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Project managers
 Lead when necessary
 Follow when someone knows better
 Get out 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
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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
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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
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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
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Artful Influence
 Use influence and not power
 Influence
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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.
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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
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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
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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
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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 MG or MC motto
 “If you can’t be well loved be well hated.”
 People desire attentions of one form or another.
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Effective delegation
 Delegation
 Handing parts of a project off to a competent team
member
 Don’t micro manage!
 It show disrespect to the employee’s ability
 People will back away from their responsibility and let
you take it
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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
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The three A’s of leadership
 Accountability
 Authority
 Autonomy
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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
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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
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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
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A project manager
 Directs
 Guides
 Supports
 Encourages
 Gen. Colin Powell on leadership
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