Project Management Leadership

Webinar Sponsored by the Boston University Corporate Education Center March 12, 2007

Copyright 2007 Boston University Corporate Education Center The Boston University Corporate Education Center is operated by TechSkills LLC

About Todays Seminar

Your input
Polls Questions

This session is being recorded

Introductions
Boston University Corporate Education Center Todays speaker: Chance Reichel, PMP

What is your definition of Project Management?

o Getting the work done myself o Using the firefight principle for all projects o Assigning resources based upon the need and providing the definition of project success

Definition: Project Management

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
PMBOK Guide, 2004 Edition, Glossary

What is your teams definition of Project Leadership?

o There are two ways for the project resource to do work: the PM way and the PM way! o Leadership is telling people what and how to do it! o Leadership is creating an empowering environment
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Definition: Project Leadership

an influence relationship among leaders and their collaborators, who intend real change that reflects their shared purpose.
Arthur Shriberg, et al Practicing Leadership the process of creating an environment in which people

become empowered.
Gerald Weinberg, Becoming a Technical Leader

Basic Leadership Behaviors

Act professionally Arent easily discouraged Take responsibility seriously Collaborate well with other empowered people Take calculated risks Give honest feedback Behave ethically Have a passion for learning View mistakes as a natural part of learning Are committed to project success

Leadership appears to be the art of getting others to want to do something that you are convinced should be done.
- Vance Packard

Leading others is not a substitute for project management.

- Chance Reichel
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PMBOK Guide 3.1 p40

Project Management Process Interaction

Monitoring & Controlling Processes Planning Processes

Project management process interaction occurs throughout the project

Initiating Processes

Closing Processes

Executing Processes
Figure 3-2 A Guide to the Project Management Body of Knowledge Third Edition (PMBOK Guide) 2004 Project Management Institute, Inc. All rights Reserved.

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PMBOK p.70

A Project Model
Knowledge Areas Process Groups

Initiating Planning Executing Monitor & Control Closing

1. Integration 2. Scope 3. Time 4. Cost 5. Quality 6. Human Resources 7. Risk 8. Communication 9. Procurement

44 Project Management Processes

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Areas of Expertise

Project Management Body of Knowledge

PMBOK Guide Interpersonal Skills Application Area Knowledge, Standards & Regulations
U Pr nder oje sta ct n En din v ir g t h on me e nt

al t er en & n m Ge age ge d an le M ow kills Kn S

Figure 1-2 A Guide to the Project Management Body of Knowledge Third Edition (PMBOK Guide) 2004 Project Management Institute, Inc. All rights Reserved.

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Integrating Project Influences

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Triple Constraint Model

Integrating Project Influences

Scope and Quality

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Triple Constraint Model

Integrating Project Influences

Time

Scope and Quality

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Triple Constraint Model

Integrating Project Influences

Time

Cost

Scope and Quality

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Triple Constraint Model

Integrating Project Influences

Time
Project Resources

Cost

Scope and Quality

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Triple Constraint Model

Integrating Project Influences

Time
Project Resources

Cost

Scope and Quality

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Triple Constraint Model

Integrating Project Influences

Time
Project Resources

Cost

Scope and Quality

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Triple Constraint Model

Integrating Project Influences

Time
Project Resources

Cost

Scope and Quality

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Triple Constraint Model

Integrating Project Influences

Project manager must integrate all aspects of the project to manage the interaction of time, cost, and scope and quality constraints for project success

Time
Project Resources

Cost

Scope and Quality

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Triple Constraint Model

Leadership Characteristics for Project Managers

Role Model Change Agent Behavioral Analyst Communicator Delegator

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The Role Model

Project Managers lead the way for their teams
Policies and procedures Continual Learning Self Awareness

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The Change Agent

Ongoing shift to a business line focus Possible Workforce Transitions
Impact of information technologies on work Workforce reductions Turnover New Skill/Knowledge Requirements

Enhancing Employee Morale Re-engineering End-to-End Processes

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Behavioral Analyst: Why Learn About Workplace Behaviors?

Awareness of behavior (yours and others) promotes effectiveness Adds to appreciation of the strengths in our differences Understanding what motivates a behavior leads to strategies that mitigate conflict Focusing on behavior allows us to depersonalize the issues
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Just a Couple of Behavioral Theories

JoHari Window Control theory Theory X and Theory Y Situational Leadership And, maybe a few more

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Self Awareness: The JoHari Window

The Open Self

The Blind Self

The Private Self

The Unknown Self

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Katz Leadership Skills Model

Conceptual Each targeted level requires slightly different skill mixes and therefore will have different educational needs. Executives

Human

Middle Managers

Technical

First Line Supervisors

Adapted from Robert Katz, Skills of an Effective Administrator,

HBR, Sept -Oct, 1974

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Management vs. Leadership

People Who Have Both Leadership Ability and Management Ability

Leadership Ability

Management Ability

People Who Have Leadership Ability but Are Not Managers

People Who Have Management Ability but Are Not Leaders 29

Management versus Leadership

Management Management
Planning and budgeting Organizing and staffing Controlling and problem solving

Leadership Leadership
Establishing direction Aligning people Motivating and inspiring

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THE LEADERSHIP CHALLENGE

1. Challenge the Process
Search for Opportunities Experiment and Take Risks

2. Inspire a Shared Vision

Envision the Future Enlist Others

3. Enable Others to Act

Foster Collaboration Strengthen Others
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THE LEADERSHIP CHALLENGE

4. Model The Way
Set the Example Plan Small Wins

5. Encourage The Heart

Recognize Contributions Celebrate Accomplishments

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Why is Communication Important?

Project Managers job revolves around it
Up to 95% of a project managers time is spent communicating ability to be understood as intended is critical

It only takes one person to change an interaction

Evolving technologies in communications require new skills

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PMBOK Guide 2.2 p25

Relationship between Stakeholders and the Project

Project Sponsor

Project

Project Manager

Project Management Team

Figure 2-5 A Guide to the Project Management Body of Knowledge Third Edition (PMBOK Guide) 2004 Project Management Institute, Inc. All rights Reserved.

Project Team Project Stakeholders

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Bringing Clarity to Perception

Feedback is the most effective way to reduce perceptional differences Managing shared context is a key strategy RADAR technique: a context for shared communication Recognize ambiguity exists Ask for clarification Develop a shared definition Affirm your mutual understanding Reuse the concept in another context
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Bringing Clarity to Perception

Incorporate the use of SMART objectives SMART technique: a context for basic communications Specific direction provided Measurable work expectations are stated Agreed to tasking by both parties Realistic project expectations Time-based completion of the assigned task

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Project Environment
When incorporating Leadership into Project Management, leadership can be defined as a style of behavior designed to integrate both the organizational requirements and ones personal interests into the pursuit of some object, project success. All managers have some sort of leadership responsibility.

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Leadership = complex elements

Leadership is composed of several complex elements, the three most common being: 1. The person leading 2. The people being led 3. The project environment (situation)

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PM Dilemma
How are project managers chosen or selected for projects at your company? Availability? Client request? If so, why? No one else available? Management promise? Wrong place at the wrong time? Leadership abilities? Technical know how?

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PMBOK Guide 3.1 p40

Project Management Process Interaction

Monitoring & Controlling Processes Planning Processes

Project management process interaction occurs throughout the project

Initiating Processes

Closing Processes

Executing Processes
Figure 3-2 A Guide to the Project Management Body of Knowledge Third Edition (PMBOK Guide) 2004 Project Management Institute, Inc. All rights Reserved.

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Project Leader Responsibilities

Leadership Task Project Priorities Project Details Project Integration Human Resources Human Relations Project Promotion Initiating Align Project with parent organization Perform Risk Analysis Justify and select project Select key project participants Determine team operating methods Develop top management support Planning Understand and respond to the customer Oversee detailed plan development Integrate project plans Executing/ Controlling Authorize work Monitor progress and change control Coordinate work across multiple projects Supervise work performance Lead teams Closing Audit project

Terminate project

Capture and share lessons learned Reassign resources Reward and recognize participants Celebrate project completion
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Select remainder of project participants Develop communications plan Motivate all participants

Maintain morale

Integrating Project Influences

Time
Project Resources

Cost

Scope and Quality

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Triple Constraint Model

Transitioning to Project Leadership

Project Team Members Seek the best solution Work mostly with things Need deep, specialized expertise Are evaluated on personal work Focus on individual goals Project Leaders Seek practical solutions Work mostly with people Need broad, general knowledge Are evaluated on the work of others Focus on team and overall goals

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What is Delegation?
To grant or confer authority from one person to another
Rue and Byars

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What Makes Delegating So Hard?

Project Managers worry about: Loss of control Mistakes Deadlines missed Subordinate resentment Do any of these quotes sound familiar? If I want it done right, Id better do it myself. By the time I explain what I want done, Ill have it done myself. Ive done this task numerous times before, so I prefer to do it myself.

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Why is Delegation Important?

Its part of your job Provides an effective means of getting the work done
Stress is reduced when you shift and share responsibilities
Keeps tasks moving if you should be absent

Allows others to help you succeed Project team members handling delegated tasks develop new skills and improve existing ones Can motivate your team members to do a good job
Makes your employees work more interesting Encourages active employee participation and cooperation
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4 Basic Steps to Delegating

1. Assigning Work
Assigning work to the different members of your project team

2. Creating an Obligation

Creating an obligation on the part of each employee to you (the delegating project manager) to perform the duties satisfactorily

3. Granting Authority

Granting authority to take actions necessary to perform the duties

On a regular basis, ensure work is completed and all is progressing

4. Follow - Up
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Stuff NOT to Delegate

Planning activities Assigning work Motivating Counseling team members Resolving conflict situations Tasks specifically assigned to the project manager

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Effective Delegation Tips

Know your project team members abilities Dont be afraid of over delegating Practice good communication skills Minimize overlap of authority Give team members some freedom in deciding how to implement their authority Assign related areas of authority and responsibility to each individual Once you have delegated, let the team member take over and manage the task
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Effective Delegation Tips

Dont expect perfection the first time Give a deadline Log delegated tasks on a tracking sheet Follow up Acknowledge good jobs, no matter how small

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Giving Good Instruction: Degree of Freedom

Directing
Procedural Task-oriented

Empowering
Open-ended Goal-oriented

Degree of freedom in the instructions depends on: Nature of task - How routine is it? How complex is it? Has
it been done before? How much ambiguity is in it?

Expertise Urgency Others?

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Special Offers and Q&A

Thank you for attending todays webinar! Upcoming Classes: MDP255 - Effective Project Leadership May 15 & 16 Tyngsboro August 2 & 3 - Waltham

For more information please call us at 1-800-BUtrain (2887246) or visit us at: www.BUtrain.com
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