State California University East Bay College of Business & Economics
MGMT 3110: Project Management
Slide presentation
Chapter 10 & 11
Instructor: Dr. Vish Hegde
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Managing versus Leading a Project
Managingcoping 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
Leadingcoping 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
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Managing Project Stakeholders
Network of Stakeholders
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Managing Project Stakeholders: PM Maxims
You cant 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.
Whats important to you likely isnt 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 rewardingendeavor to persevere.
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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).
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Commonly Traded Organizational Currencies
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/contacts: Providing opportunities for linking with others.
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Commonly Traded Organizational Currencies
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.
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Social Network Building
Mapping 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?
Management by Wandering Around (MBWA)
Involves managers spending the majority of their time in face-to-face interactions with employees building cooperative relationships.
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Social Network Building
Managing Upward Relations
Project Success = Top Management Support
Appropriate budgets Responsiveness to unexpected needs A clear signal to the organization of the importance of cooperation
Leading by Example
Motivating the Project Team
Influence top management in favor of the team Rescind unreasonable demands Provide additional resources Recognize the accomplishments of team members
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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
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Qualities of an Effective Project Contradictions Manager
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.
Characteristics of Effective Project Managers
Initiate contact with key players. Anticipate potential problems. Provide encouragement. Reinforce the objectives and vision of the project. Intervene to resolve conflicts and prevent stalemates
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Qualities of an Effective Project Manager
Core traits and skills
Systems thinker Personal integrity Proactive High emotional intelligence (EQ). General business perspective Effective time management Skillful politician Optimist
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High-Performing Teams
Synergy
1+1+1= 1+1+1= 10 (positive synergy) 2 (negative synergy)
Characteristics of High-performing Teams
Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team
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The Five-Stage Team Development Model
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A Team Development Model
Forming
Members get acquainted and understand the project scope Establish behavior rules Stage ends when members begin to think of themselves as part of a group
Storming
High degree of internal conflict Members resist their own individuality constraints Conflict over who will lead the group As PMs leadership is accepted, group moves to the next stage
Norming
Close relationship and cohesion form Camaraderie, shared responsibility Stage ends when group structure solidifies and common expectations are set
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A Team Development Model
Performing
Group is fully functional Energy goes from getting to know each other/how to work together to accomplishing project goals
Adjourning
Prepare for disbandment Priority is wrap up, not high performance Some members joy over success, others are depressed over lost camaraderie and friendships
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Creating a High-Performance Project Team
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Recruiting Project Members
Factors affecting recruiting
Importance of the project Management structure used to complete the project
How to recruit?
Ask for volunteers
Who to recruit?
Problem-solving ability Availability Technological expertise Credibility Political connections Ambition, initiative, and energy
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Conducting project meetings
Managing Subsequent Meetings Establishing Ground Rules
Relationship Decisions
Conducting Project Meetings
Planning Decisions
Managing Change Decisions
Tracking Decisions
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Team Identity & shared vision
Establishing team identity
Effective Use of Meetings Co-location of team members Creation of project team name Team rituals Strategic sense Passion Inspire others Communicate
Requirements for an effective project vision
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Managing Project Reward Systems
Group Rewards
Who gets what as an individual reward? How to make the reward have lasting significance? How to recognize individual performance?
Letters of commendation Public recognition for outstanding work Desirable job assignments Increased personal flexibility
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Orchestrating the Decision-Making Process
Different dimensions and styles
Decisions made via formal team meetings Decisions made real-time without a formal meetings Management by wandering around (MBWA)
Facilitating group decision making
Problem identification Generation of requirements Reaching decision Follow-up
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Managing Conflict within the Project Team
Encouraging Functional Conflict
Encourage dissent by asking tough questions. Bring in people with different points of view. Designate someone to be a devils advocate. Ask the team to consider an unthinkable alternative Mediate the conflict. Arbitrate the conflict. Control the conflict. Accept the conflict. Eliminate the conflict.
Managing Dysfunctional Conflict
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Rejuvenating the Project Team
Informal Techniques
Institute new rituals. Take an off-site break as a team from the project. View an inspiration message or movie. Have the project sponsor give a pep talk.
Formal Techniques
Hold a team building session facilitated by an outsider to clarify ownership issues affecting performance. Engage in an outside activity that provides an intense common experience to promote social development of the team.
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