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Unformatted text preview: NS LIST ACRONYMS LIST 23 ACROYMNS LIST Chapter 2--The Project Management Context 2.4.1 | 2.4.5 These skills are well documented in the general management literature, and their application is fundamentally the same on a project. There are also many general management skills that are relevant only on certain projects or in certain application areas. For example, team member safety is critical on virtually all construction projects and of little concern on most software development projects. ment ment geE L geE PL 2.4.1 Leading Kotter (4) distinguishes between leading and managing while emphasizing the need for both: one without the other is likely to produce poor results. He says that managing is primarily concerned with "consistently producing key results expected by stakeholders," while leading involves: Establishing direction--developing both a vision of the future and strategies for producing the changes needed to achieve that vision. Aligning people--communicating the vision by words and deeds to all those whose cooperation may be needed to achieve the vision. Motivating and inspiring--helping people energize themselves to overcome political, bureaucratic, and resource barriers to change. On a project, particularly a larger project, the project manager is generally expected to be the project's leader as well. Leadership is not, however, limited to the project manager: it may be demonstrated by many different individuals at many different times during the project. Leadership must be demonstrated at all levels of the project (project leadership, technical leadership, and team leadership). P 2.4.2 Communicating Communicating involves the exchange of information. The sender is responsible for making the information clear, unambiguous, and complete so that the receiver can receive it correctly. The receiver is responsible for making sure that the information is received in its entirety and understood correctly. Communicating has many dimensions: Written and oral, listening and speaking. Internal (within the project) and external (to the customer, the media, the public, etc.). Formal (reports, briefings, etc.) and informal (memos, ad hoc conversations, etc.). Vertical (up and down the organization) and horizontal (with peers and partner organization). The general management skill of communicating is related to, but not the same as, Project Communications Management (described in Chapter 10). Communicating is the broader subject and involves a substantial body of knowledge that is not unique to the project context, for example: Sender-receiver models--feedback loops, barriers to communications, etc. Choice of media--when to communicate in writing, when to communicate orally, when to write an informal memo, when to write a formal report, etc. 24 NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST ACROYMNS LIST A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newt...
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- Fall '13
- The American