6 VTD - PM VI

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CONTENT

PROJECT TEAM BUILDING

PROJECT LEADERS

STRUCTURE & CULTURE

COMMUNICATION MANAGEMENT

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Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 22

Aligned Strategy – Structure – Culture = High Performance

Directionvision, mission, strategy and objectives

STRATEGY

STRUCTURE

CULTURE

Capacityorganisational design, systems, management processes, talent, competencies

Climatemindset, attitudes, beliefs, values

ALIGNMENT

(source: Barrett Values Centre)

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The most critical elements of any strategy is its translatiom into reality.The only true measure of success is in its execution .

And of the key deteminations of successful strategy implementation is organizational alignment

Culture and Strategy Alignment

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Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. 24

strategy/structure/culture

customer-centered

positive/energetic

fast/responsive

flexible/adaptable

team-based

high accountable

procedure-centered

unhappy/negative energy

slow/bureaucractic

resistant to change

territorial

blaming/”not my job”

Culture

Same strategy Low cost, point-to-point service

Same structure One size plane, focused organisation

Source: senn delaney(source: senn delaney)

Culture and Strategy Alignment

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Organizational Culture

• Organizational culture is a set of shared assumptions, values, and behaviors that characterize the functioning of an organization

• Many experts believe the underlying causes of many companies’ problems are not the structure or staff, but the culture

Information Technology Project Management, Eighth Edition

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The way we say we get thing done

The way we really get thing done

VISIBLE ORGANIZATIONAL CULTURE

INVISIBLE ORGANIZATIONAL CULTURE

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What Went Wrong?

• In a paper titled “A Study in Project Failure,” two researchers examined the success and failure of 214 IT projects over an eight-year period in several European countries.

• The researchers found that only one in eight (12.5 percent) were considered successful in terms of meeting scope, time, and cost goals.

• The authors said that the culture within many organizations is often to blame

• Among other things, people often do not discuss important leadership, stakeholder, and risk management issues


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Ten Characteristics of Organizational Culture

• Member identity*• Group emphasis*• People focus• Unit integration*

• Control

• Risk tolerance*• Reward criteria*• Conflict tolerance*• Means-ends orientation

• Open-systems focus*

* Project work is most successful in an organizational culture where these items are strong/high and other items are balanced.


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Organizational Structures

3 basic organization structures

• Functional: functional managers report to the CEO

• Project: program managers report to the CEO

• Matrix: middle ground between functional and project structures; personnel often report to two or more bosses; structure can be weak, balanced, or strong matrix


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Functional, Project, and Matrix Organizational Structures


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Progression of organizational forms

(Timothy, Vittal, Kathryn, 2019)

FUNCTIONAL WEAK MATRIX BALANCED MATRIX STRONG MATRIX PROJECTIZED

FM almost all FM more Equally shared PM more PM almost all

Project Power

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Organizational structure comparisonE ve dum anh

FUNCTIONAL MATRIX PROJECTIZED

Who makes most project decisions? Functional manager Shared Project manager

Advantages

• Good discipline-specific knowledge

• Easy for central control

• Effective for shared resources

• One “boss”• Clear career path for

professionals

• Flexible• Easy to share resources• Good cooperation between

departments• More input for decisions• Wide acceptance of decisions• Good discipline-specific knowledge• Effective integration on project• Increased knowledge transfer

between projects

• Break down department barriers

• Shorter response time• Quicker decisions• One “boss”• Enhanced project team

identity• Customer focus• Effective integration on project

Disadvantages

• Slow communication between departments

• Slow response to change

• Slow decision making

• Two “bosses”• Many sources of conflict• More meetings• Slow reaction time• Hard to monitor and control

• Duplication of resources• Rules not always respected• Potential lessons learned can

be lost• Discipline-specific knowledge

can slip• Less career continuity for

project team members

Source: Adapted from Richard L. Daft, Management, 9th ed. (Mason, OH: South-Western Cengage Learning, 2010): 250-255; and PMBOK® Guide, 21-26

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Organizational Structure Influences on Projects

Project Characteristics Organizational Structure Type:

Functional

Organizational Structure Type: Weak Matrix

Organizational Structure Type:

Balanced Matrix

Organizational Structure Type: Strong Matrix

Organizational Structure Type:

Project

Project manager’s authority Little or non Limited Low to moderate Moderate to high High to almost

total

Percent of organization’s personnel assigned full-time to project work

Virtually non 0 to 25 percent 15 to 16 percent 50 to 95 percent 85 to 100 percent

Who controls the project budget

Functionalmanager

Functional manager Mixed Project manager Project manager

Project manager’s role Part-time Part-time Full-time Full-time Full-time

Common title for project manager’s role

Project coordinator/project leader

Projectcoordinator/ project leader

Project manager/ project officer

Project manager/ program manager

Project manager/ program manager

Project management administrative staff Part-time Part-time Part-time Full time Full-time


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Keys to Good Communications

• Project managers say they spend as much as 90 percent of their time communicating

• Need to focus on group and individual communication needs

• Use formal and informal methods for communicating

• Distribute important information in an effective and timely manner

• Set the stage for communicating bad news

• Determine the number of communication channels


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2014 Study on Importance of Non-technical Skills

• Most important non-technical skills include problem solving, teamwork, and listening

• Some organizations will hire individuals with minimal technical skills so long as they demonstrate solid soft and business skills


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PMI Talent Triangle

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What arePOWER SKILLS

for thriving in a new reality of Covid19?

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seeing the big picture(understanding organization + market environment + society)

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Business acumen(=the ability to make good business decisions)

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Other essential skills

AGILE innovation

Problem solving

Teamwork

Collaboration

Communication

Engagement

Adapting

Info accessing

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SEEING BIG PICTURE

BUSINESS ACUMEN

info accessing

AGILE

SUPER POWER SKILLS

engagementcommunication

collaborationteamwork

problem solvingadaptinginnovationcritical thinking

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Importance of Face-to-Face Communication

§ Research says that in a face-to-face interaction:§ 58 percent of communication is through body language.§ 35 percent of communication is through how the words are said§ 7 percent of communication is through the content or words

that are spoken§ Pay attention to more than just the actual words someone is saying§ A person’s tone of voice and body language say a lot about how

he or she really feels


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Personal Preferences Affect Communication Needs

• Introverts like more private communications, while extroverts like to discuss things in public• Intuitive people like to understand the big picture, while sensing

people need step-by-step details• Thinkers want to know the logic behind decisions, while feeling

people want to know how something affects them personally• Judging people are driven to meet deadlines while perceiving

people need more help in developing and following plans


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Encouraging More Face-to-Face Interactions

§ Short, frequent meetings are often very effective in IT projects

§ Stand-up meetings force people to focus on what they really need to communicate

§ Some companies have policies preventing the use of e-mail between certain hours or even entire days of the week


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The Impact of the Number of People on Communications Channels


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Planning Communications Management

§ Every project should include some type of communications management plan, a document that guides project communications• The communications management plan varies with the needs of the

project, but some type of written plan should always be prepared• For small projects, the communications management plan can be

part of the team contract• For large projects, it should be a separate document


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Project Communications Management Summary


PlanningProcess: Plan communications managementOutputs: Communications management plan, project documents updates

ExecutingProcess: Manage communicationsOutputs: Project communications, project documents updates, project management plan updates, and organizational process assets updates

Monitoring and ControllingProcess: Control communicationsOutputs: Work performance information, change requests, project documents updates, and organizational process assets updates

Project Start Project Finish

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Communications Management Plan Contents

1. Stakeholder communications requirements2. Information to be communicated, including format, content, and

level of detail3. Who will receive the information and who will produce it4. Suggested methods or technologies for conveying the information5. Frequency of communication6. Escalation procedures for resolving issues7. Revision procedures for updating the communications

management plan8. A glossary of common terminology


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Sample Stakeholder Analysis for Project Communications

Stakeholders Document Name Document Format Contact Person Due

Customer management

Monthly status report

Hard copy and meeting

Tina Erndt, Tom Silve

First of month

Customer business staff


Hard copy Julie Grant, SergeyCristobal

First of month

Customer technical staff


E-mail Li Chau, NancyMichaels

First of month

Internal management


Hard copy and meeting

Bob Thomson First of month

Internal business and technical staff


Intranet Angie Liu First of month

Training subcontractor

Training plan Hard copy Jonathan Kraus November 1

Softwaresubcontractor

Softwareimplementation plan

E-mail Najwa Gates June 1

Comments: Put the titles and dates of documents in e-mail headings and have recipients acknowledge receipt.


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Managing Communications

• Managing communications is a large part of a project manager’s job

• Getting project information to the right people at the right time and in a useful format is just as important as developing the information in the first place

• Important considerations include the use of technology, the appropriate methods and media to use, and performance reporting


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Using Technology to Enhance Creation and Distribution

• Technology can facilitate the process of creating and distributing information, when used properly

• It is important to select the appropriate communication method and media


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Classifications for Communication Methods

• Interactive communication: Two or more people interact to exchange information via meetings, phone calls, or video conferencing. Most effective way to ensure common understanding

• Push communication: Information is sent or pushed to recipients without their request via reports, e-mails, faxes, voice mails, and other means. Ensures that the information is distributed, but does not ensure that it was received or understood• Pull communication: Information is sent to recipients at their request

via Web sites, bulletin boards, e-learning, knowledge repositories like blogs, and other means


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Project communications plan considerations


PURPOSES STRUCTURES METHODS TIMINGAuthorizationDirection settingInformation seekingStatus reporting:

ScheduleCostPeopleRiskIssuesQualityChange control

Approval of project outputsEscalationLessons learned

Existing organizational forms(reuse)Project specific

Templates (adapt)Unique (create)

Push methods:Instant messagingEmailVoice mailText

Pull methods:Shared document repositoriesIntranetBlog (repository)Bulletin boards

Interactive methods:Telephone – teleconferencingWikisVOIP/videoconferencingGroupware

Project life cycleCharterProject planMilestonesOutput acceptanceProject close-outRoutine timeDaily – memberWeekly – core teamMonthly – sponsorAs needed - others

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Media Choice TableKEY: 1 = EXCELLENT 2 = ADEQUATE 3 = INAPPROPRIATE

HOW WELL MEDIUM IS SUITED TO: Hard Copy Telephone Call Voicemail E-mail Meeting WebsiteAssessing commitment 3 2 3 3 1 3Building consensus 3 2 3 3 1 3Mediating a conflict 3 2 3 3 1 3Resolving a misunderstanding 3 1 3 3 2 3Addressing negative behavior 3 2 3 2 1 3Expressing support/appreciation 1 2 2 1 2 3Encouraging creative thinking 2 3 3 1 3 3Making an ironic statement 3 2 2 3 1 3Conveying a reference document 1 3 3 3 3 3Reinforcing one's authority 1 2 3 3 1 1Providing a permanent record 1 3 3 1 3 2Maintaining confidentiality 2 1 2 3 1 1Conveying simple information 2 2 1 1 2 3Asking an informational question 3 2 1 1 3 3Making a simple request 3 3 1 1 3 3Giving complex instructions 3 3 3 2 1 2Addressing many people 2 3 3 or 1* 2 3 1

Galati, Tess. Email Composition and Communication (EmC2) Practical Communications, Inc. (www.pracom.com) (2001).

*Depends on system availability


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What Went Wrong?

• Collaboration is a key driver of overall performance of companies around the world

• Of all the collaboration technologies that were studied, three were more commonly present in high-performing companies than in low-performing ones: Web conferencing, audio conferencing, and meeting-scheduler technologies

• The study also showed that there are regional differences in how people in various countries prefer to communicate with one another

• A follow-up study showed that the highest returns were in the areas of sales performance and innovations and new product development


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Reporting Performance

Performance reporting keeps stakeholders informed about how resources are being used to achieve project objectives

• Status reports describe where the project stands at a specific point in time

• Progress reports describe what the project team has accomplished during a certain period of time

• Forecasts predict future project status and progress based on past information and trends


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Controlling Communications

• The main goal of controlling communications is to ensure the optimal flow of information throughout the entire project life cycle

• The project manager and project team should use their various reporting systems, expert judgment, and meetings to assess how well communications are working. If problems exist, the project manager and team need to take action, which often requires changes to the earlier processes of planning and managing project communications

• It is often beneficial to have a facilitator from outside the project team assess how well communications are working


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Suggestions for Improving Project Communications

• Develop better communication skills

• Run effective meetings

• Use e-mail and other technologies effectively

• Use templates for project communications


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Developing Better Communication Skills

• Most companies spend a lot of money on technical training for their employees, even when employees might benefit more from communications training

• Individual employees are also more likely to enroll voluntarily in classes to learn the latest technology than in classes that develop soft skills

• As organizations become more global, they realize they must invest in ways to improve communication with people from different countries and cultures

• It takes leadership to improve communication


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Sample Collaborative Tools

• A SharePoint portal allows users to create custom Web sites to access documents and applications stored on shared devices

• Google Docs allow users to create, share, and edit documents, spreadsheets, and presentations online

• A wiki is a Web site designed to enable anyone who accesses it to contribute or modify Web page content

• Kanban boards visually show tasks that need to be done, are in progress, or are completed


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Sample Kanban Board

Source: Kathy Schwalbe, An Introduction to Project Management, Fifth edition (2015)

To Do

Task 4Task 7Task 8

Task 2Task 5Task 6

Task 1Task 3

In Progress Done

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Using Templates for Project Communications

• Many technical people are afraid to ask for help

• Providing examples and templates for project communications saves time and money

• Organizations can develop their own templates, use some provided by outside organizations, or use samples from textbooks

• Recall that research shows that companies that excel in project management make effective use of templates


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Sample Template for a Monthly Progress Report

I. Accomplishments for Month of January (or appropriate month):• Describe most important accomplishments. Relate to project's Gantt chart.

• Describe other important accomplishments, one bullet for each. If any issues were resolved from the previous month, list them as accomplishments.

II. Plans for February (or following month):• Describe most important items to be accomplished in the next month. Again,

relate to the project's Gantt chart.

• Describe other important items to accomplish, one bullet for each.

III. Issues: Briefly list important issues that surfaced or are still important. Managers hate surprises and want to help the project succeed, so be sure to list issues.

IV. Project changes (date and description): List any approved or requested changes to the project. Include the date of the change and a brief description.


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Final Project Documentation ItemsI. Project Description

II. Project proposal and backup data (request for proposal, statement of work, proposal correspondence, and so on)

III. Original and revised contract information and client acceptable documents.

IV. Original and revised project plans and schedules (WBS, Gantt charts and network diagrams, cost estimates, communications management plan, etc.)

V. Design documents

VI. Final project report

VII. Deliverables, as appropriate

VIII. Audit reports

IX. Lessons-learned reports

X. Copies of all status reports, meeting minutes, change notices, and other written and electronic communications.


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Basic Stepsin Assemblinga Project Team

(Pinto, 2019)

Identify skills required (from

WBS)

Identify personnel to match the skills

Talk to potential team members

Negotiate with the functional

supervisor

Assemble the teamSuccess

Renegotiate with top management

• Develop skills inventory matrix

• Develop responsibility matrix

• Clarify roles• Clarify methods and

procedures

Success?

Try to get partial assistance

Adjust project schedule, budget,

and/or priorities

Notify top management of consequences

• From permanently assigned staff or functional groups

• Explain nature of project and gauge their interest

YES

NO

YES

NO

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Effective Project Teams

v Clear Sense of Mission

v Productive Interdependency

v Cohesiveness

v Trust

v Enthusiasm

v Results Orientation

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Building High-Performing Teams

Make the project team tangible.• Publicity• Terminology & language

Reward good behavior.• Flexibility• Creativity• Pragmatism

Develop a personal touch.• Lead by example• Positive feedback for good performance• Accessibility & consistency

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Virtual Project Teams

Use electronic media to link members of a geographically dispersed project team.

How Can Virtual Teams Be Improved?

ü Use face-to-face communication when possible.

ü Don’t let team members disappear.

ü Establish a code of conduct.

ü Keep everyone in the communication loop.

ü Create a process for addressing conflict.

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Reasons Why Teams Fail

• Poorly developed or unclear goals

• Poorly defined project team roles & interdependencies

• Lack of project team motivation

• Poor communication

• Poor leadership

• Turnover among project team members

• Dysfunctional behavior

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Stages in Group Development

1. Forming – members become acquainted

2. Storming – conflict begins

3. Norming – members reach agreement

4. Performing – members work together

5. Adjourning – group disbands

Punctuated Equilibrium is a different model.

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Team Development Stages

Adjourn Convene

Inclusion

1. Forming

Productivity

Cooperation

Control

2. Storming

4. Performing

3. Norming

TestingInfighting

ProductiveOrganized

• Quiet• Polite• Guarded• Impersonal• Businesslike• High morale

• Conflict over control• Confrontational• Alienation• Personal agendas• Low morale

• Establish procedures• Develop team skills• Confront issues• Rebuild morale

• Trust• Flexible• Supportive• Confident• Efficient• High morale

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Project Team Progression

Through Development

Stages

E ve dum anhFORMING STORMING NORMING PERFORMING ADJOURNING

Team member relationship issues

Feel excitement,yet skepticism

Feel resistance, yet longing to commit to project

Feel part of team and believe project will succeed

Feel close to teammates and understand teammates

Feel strong attachment to team and feel losswhen team disbands

Team members attempt to

Understandexpectations, activities needed, and power structures

Jockey for power, ask manyquestions, and establish dubious goals

Accept team members, hold open discussions, and establish team norms

Improve self, prevent and solve problems, and expand beyond official role

Complete project on high note, maintain relationships with teammates, and seek next challenge

PM strategies to promote organization needs

Develop business case and acceptance criteria in charter

Develop stake-holder analysis, communication plan, budget, and quality plan

Manage trade-offs per stakeholder desires, include sponsor in talks, and conduct audit

Share applied learnings with organization and report progress to stakeholders

Secure customer acceptance of deliverables, honestly appraise team members, and provide ongoing support to users

PM strategies to promote project needs

Develop scopeoverview, risks, and learnings in charter

Develop scope statement, WBS, schedule, and risk register

Add SMEs as needed, authorize work processes

Monitor and control project according to plan and update plans as needed

Test project deliverables and secure team memberendorsement of them

PM strategies to promote team member needs

Develop team operating methods and commitment in charter, and help members build relationships

Clarify each member’s role, encourage all to participate, and determine team ground rules

Personalize each member’s role, collaborate when possible, and assess and build members and team capability

Capture applied learnings and improve meeting and time management

Celebrate success, reward team members, and help team members secure follow-on work

Source: Adapted from Barbara J. Streibel, Peter R. Sholtes, and Brian L. Joiner, The Team Handbook, 3rd ed. (Madison, WI: Oriel Incorporated, 2005): 6-8

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Model of Punctuated Equilibrium

Project Time LineStart Midpoint Deadline

First Meeting

Low

High

Team Performance

Completion

Eruption

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Achieving Cross-Functional Cooperation

Accessibility

Feedback Loop

Physical Proximity

Superordinate Goals

Rules and Procedures

Cross-Functional Cooperation

Task Outcomes

Psychosocial Outcomes

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Project team charter

Basic Performance• Reporting/Processes• Elemental Data Reporting• Responsibilities and Assignments• Set Consequences of Nonconformance• Timeliness (Attendance as Well as Delivery)• Work Hours

Specify• Time Spent• Obligations• Reporting• Deliverables• Knowledge Sharing• Tracking (Plan vs. Actual)

Personal Behavior Expectations• Civility• Meeting Protocols• Social Graces• Decision Protocol• Receiving/Offering Assistance

Attitudinal Expectations• Cooperative Stance• Honest Communication• Conflict Recognition• Negotiations• Teamwork

Desirable Norms• Demeanor• Communication• Conflict management• Negotiation

Expected Outcomes• Trust• Team Spirit• Harmony• Cohesiveness• Rare major conflicts• Commitment

Source: Anantatmula, Vittal, Project Teams: A Structured Development Approach, Business Expert Press, 2016: 136-139.

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Characteristics of high-performing project teams


Behavior Methods

Personal Values

Communication Methods

Project Methods

Feelings for Each Other

Personal Rewards

Project Results

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Conflict & Negotiation

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Conflict Management

Conflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours.

Categories• Goal-oriented• Administrative• Interpersonal

Views• Traditional• Behavioral• Interactionist

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Sources of Conflict

OrganizationalØ Reward systemsØ Scarce resourcesØ UncertaintyØ Differentiation

InterpersonalØ Faulty attributionsØ Faulty communicationØ Personal grudges &

prejudices

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Typical sources of project conflict


RELATIONSHIP SOURCES TAKS SOURCESRoles and responsibilitiesLack of commitmentCommunications failureDifferent personalitiesStakeholder relationshipsPersonal motives of participantsEnergy and motivationNext project assignmentIndividual rewards

Stakeholder expectationsUnique project demandsMoney and other resourcesTechnical approachPrioritiesDiffering goals of stakeholdersTask interdependenciesScheduleRisks

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Conflict Resolution

Ø Mediate – diffusion/confrontation

Ø Arbitrate – judgment

Ø Control – cool down period

Ø Accept – unmanageable

Ø Eliminate – transfer

Conflict is often evidence of progress!

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Styles of handling project conflict

Source: Adapted from Richard L. Daft, Management, 9th ed. (Mason, OH: Southwestern Cengage Learning, 2010): 519-520; Ramon J. Aldag and LorenW. Kuzuhara, Mastering Management Skills: A Manager’s Toolkit (Mason, OH: Thomson South-Western, 2005): 416-419; and PMBOK® Guide 240.

E ve dum anh

STYLE CONCERNFOR SELF

CONCERN FOR OTHERS WHEN APPROPRIATE FOR PROJECTS

Forcing/ Competing

High Low Only when quick decision is necessary, we are sure we are right, and buy-in from others is not needed

Withdrawing/ Avoiding

Low Low Only when conflict is minor, there is no chance to win, or it is helpful to secure needed information or let tempers cool

Smoothing/ Accommodating

Low High Only when we know we are wrong, it is more important to other party, or we are after something bigger later

Compromising Medium Medium Only when an agreement is unlikely, both sides have equal power, and each is willing to get part of what they want without taking more time

Collaborating/ Problem Solving

High High Whenever there is enough time, trust can be established, the issue is important to both sides, and buy-in is needed

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Negotiation

Questions to Ask Prior to Entering a Negotiation1. How much power do I have?2. What sort of time pressures are there?3. Do I trust my opponent?

Negotiation is a process that is predicated on a manager’s ability to use influence productively.

Copyright ©2016 Pearson Education, Inc.

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Principled Negotiation

1. Separate the people from the problem.

2. Focus on interests, not positions.

3. Invent options for mutual gain.

4. Insist on using objective criteria.

Copyright ©2016 Pearson Education, Inc.

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Negotiation processE ve dum anh

Source: Adapted from Ramon J. Aldag and Loren W. Kuzuhara, Mastering Management Skills: A Manager’s Toolkit (Mason, OH: Thomson South – Western, 2005): 129-132; and Timothy T. Bladwin, William H. Bommer, and Robert S. Rubin, Developing Management Skills: What Great Managers Know and Do (Boston: McGraw-Hill, 2008): 307-318.

STEP EXPLANATION 1. Prepare for negotiation Know what you want and who you will negotiate with.2. Know your walk-away point Determine in advance the minimum you need from the

negotiation.3. Clarify both parties’ interests

Learn what the other party really wants and share your true interests to determine a common goal.

4. Consider multiple options Brainstorm multiple approaches – even approaches that only solve part of the issue.

5. Work toward a common goal

Keep the common goal in mind: seek and share information, make concessions, and search for possible settlements.

6. Clarify and confirm agreements

Agree on key points, summarize, and record all agreements.

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Increased challenges for virtual and global project team


PROJECT MANAGEMENT NEED INCREASED CHALLENGES1. Initiate project2. Understand stakeholders3. Build relationships4. Determine communications needs

and methods5. Establish change control6. Manage the meeting process7. Control issues

1. More unique project needs2. More difficult to understand3. Needs more time4. More unique needs, more reliance

on electronic means5. More facilitating than directing6. Less nonverbal clues, interest may

wander7. With less group interaction, harder to

identify

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Project Management skills for SuccessThe Recent Past

Subject Matter Expertise

Project Leadership

PM Tools and Techniques


Project Leadership



Project Leadership

Project Leadership


The Current Environment

Soon to be

(James Lewis, 2015)


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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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How the Project Manager Leads

Project managers function as mini-CEOs and manage both “hard” technical details and “soft” people issues.

Project managers:Ø acquire project resourcesØ communicateØ motivate and build teamsØ have a vision and fight fires

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Acquiring Resources

Project are under funded for a variety of reasons:

q vague goals

q no sponsor

q requirements understated

q insufficient funds

q distrust between managers

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Traits of Effective Project Leaders

A number of studies on effective project leadership reveal these common themes:

v Good communication

v Flexibility to deal with ambiguity

v Work well with project team

v Skilled at various influence tactics

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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 maintenancebehaviors and serve to:

• update all participants

• increase understanding & commitment

• make decisions

• provide visibility

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Leaders vs ManagersE ve dum anh

do the right thingdevelop new processes

innovateoriginate

earn their position

do the right thing

maintain the status quo

administer

imitate

state their position

command respect

focus on people

inspire trust

focused on potential

have long-term goal

demand respect

focus on systems

strive for control

focused on the bottom line

short-term view

LEADERS

MANAGERS

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Leaders Vs. Managers

v Managers have official titles in an organization

v Leaders focus on interpersonal relationships rather than administration

Important differences exist between the two on:

• Creation of purpose • Outcomes

• Network development • Execution

• Focus timeframe

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The New Project Leadership

Four competencies determine a project leader’s success:

1. Understanding and practicing the power of appreciation2. Reminding people what’s important3. Generating and sustaining trust4. Aligning with the led

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Project Management Professionalism

oProject work is becoming the standard for many organizations

o There is a critical need to upgrade the skills of current project workers

oProject managers and support personnel need dedicated career paths

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Creating Project Managers

Ø Match personalities with project workØ Formalize commitment to project work with training programs

Ø Develop a unique reward system

Ø Identify a distinct career path

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Charactersistic of Project managers who lead

(Pinto, 2019)

Rank Characteristics of an Effective Project Manager123456789

Leads by exampleVisionaryTechnically competentDecisiveA good communicatorA good motivatorStands up to top management when necessarySupports team membersEncourages new ideas

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The second study also identified five characteristics closely associated with effective project team leaders:

• Credibility: Is the project manager trustworthy and taken seriously by both the project team and the parent organization?• Creative problem-solver: Is the project manager skilled at problem

analysis and identification?• Tolerance for ambiguity: Is the project manager adversely affected

by complex or ambiguous (uncertain) situations?• Flexible management style: Is the project manager able to handle

rapidly changing situations?• Effective communication skills: Is the project manager able to

operate as the focal point for communication from a variety of stakeholders?

(Pinto, 2019)

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The final study of necessary abilities for effective project managers collected data from 58 firms on their project management practices and the skills most important for project managers. The researchers found seven essential project manager abilities, including:

(Pinto, 2019)

1. Organizing under conflict: Project managers need the abilities to delegate, manage their time, and handle conflict and criticism.

2. Experience: Having knowledge of project management and other organizational procedures, experience with technical challenges, and a background as a leader are helpful.

3. Decision making: Project managers require sound judgment, systematic analytical ability, and decision-making skills.

4. Productive creativity: This ability refers to the need for project managers to show creativity; develop and implement innovative ideas; and challenge the old, established order.

5. Organizing with cooperation: Project managers must be willing to create a positive team atmosphere, demonstrate a willingness to learn, and engage in positive interpersonal contact.

6. Cooperative leadership: This skill refers to the project manager’s ability to motivate others, to cooperate, and to express ideas clearly.

7. Integrative thinking: Project managers need to be able to think analytically and to involve others in the decision-making process.

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Stakeholder Management

• Project managers must take time to identify, understand, and manage relationships with all project stakeholders

• Using the four frames of organizations can help meet stakeholder needs and expectations

• Senior executives/top management are very important stakeholders


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The Importance of Top Management Commitment

• People in top management positions are key stakeholders in projects

• A very important factor in helping project managers successfully lead projects is the level of commitment and support they receive from top management

• Without top management commitment, many projects will fail.• Some projects have a senior manager called a champion who

acts as a key proponent for a project.


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How Top Management Can Help Project Managers

• Providing adequate resources• Approving unique project needs in a timely manner• Getting cooperation from other parts of the organization• Mentoring and coaching on leadership issues


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Examples of project stakeholders


INTERNAL EXTERNALAffected by Project Process Owner

SponsorProject ManagerFunctional ManagersCompeting ProjectsFinancing Source Project Core TeamSubject Matter ExpertsEmployeesStockholders

SuppliersPartnersCreditorsGovernment AgenciesSpecial Interest GroupsNeighborsClientProfessional GroupsMediaTaxpayersUnionCompetitors

Affected by Project Result Internal CustomerSponsorUsers

ClientPublicSpecial Interest Groups

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Modular courses: stakeholder identification and prioritization matrix

VICE CHANCELLOR

DEANS OF FACULTY (*)

ACADEMICREGISTRAR: LECTURERS: (*) STUDENT

SUPPORT STUDENTS

What Is Important to This Stakeholder

Power 3 3 3 2 1 1

Interest 3 1 2 1 2 2

Influence 1 3 2 2 1 1

Impact 3 2 3 1 1 1

Urgency 2 1 2 1 1 1

Legitimacy 2 1 3 3 1 3

Total: 14 11 15 9 7 6

Priority(Key or Other):

Key Key Key Secondary Other Other

(*) Lecturers and the deans are unlikely to be homogeneous in their views – more information is needed to identify groupings and interest areas. For this case, we have kept it simple. Source: Louise Worsley.

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Success criteria for various stakeholders

STAKEHOLDER/ SUCCESS CRITERIA ON TIME ON BUDGET MEET

REQUIREMENTS PARTNERSHIP PROFIT REALIZED

FOLLOW ON WORK

MINIMAL OVERTIME RECOGNITION CHALLENGE WELL-PAID QUALITY

Customer X X X X X

End-user X X X X X

Customer management X X X X X X X

Project manage X X X X X X X X X X

Contractor management X X X X X X X X

Project team member X X X X X X X X X

Subcontractor X X X X X X X X

Source: Adapted from… kg đọc được chữ

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Modular courses: project stakeholder matrix

STAKEHOLDER INTEREST IN PROJECT PRIORITY SUPPORT/MITIGATION STRATEGIES

Vice ChancellorMake major improvements in university services and avoid government intervention.

Key Consult on target improvement areas – use his power to support key and difficult changes.

Deans of Faculty

Protect against changes that could influence their power base. Reduce detrimental impact on faculty activities.

KeyWork with nominated representatives to identify and seek out solutions to barriers to change. Establish and communicate wins for faculties.

Academic Registrar (AR)

Develop the power base of AR –demand and obtain quality improvements on courses across the university

KeyIncrease visibility and power of AR. Increased visible support for AR regarding resources and political support from senior management.

LecturersBe kept informed of impacts upon them. Reduce or resist changes that are considered negative to them

SecondaryIdentify supportive champions. Create, test, and deliver carefully considered communication strategy.

Student supportBe able to prepare and train staff on how to roll out new schemes to current and prospective students

OtherHelp student support guide staff through process – develop training programs and online web support.

StudentsUniversity shows signs of improvementand ensures student’s needs are considered.

Other Set up consultation and communication groups. Keep informed.

Source: Louise Worsley.

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Modular courses stakeholder engagement assessment matrix

STAKEHOLDER CURRENT POSITION

TARGET POSITION BARRIERS TO CHANGE STRATEGY

Vice Chancellor Leading Leading Competing day-to-day priorities

Ensure engagement is “efficient” and effective. Consider extending role of deputy Chancellor to cover for some day-to-day activities.

Deans of Faculty Resistant

Neutral, Supportive, or Leading

Some Deans more powerful than others (Relates to student numbers and academic ratings). “Power owners” are very influential.

Consider each Dean’s WIIFT individually.Consider strategies for individuals as well as the group.

Academic Registrar (AR) Supportive Leading Competing day-to-day priorities –

lack of leadership skills.Engage deputy, provide skills and mentorship.

Lectures Unaware to neutral

Neutral or supportive

Very large group with veto power through unionized actions.

Involve HR and legal department to evaluate all changes that may impact lecturers. Identify supportive champions and stakeholder groupings for engagement.

Student support Neutral Leading

Not considered important by academic staff – services currently limited and not highly rated.

Provide consultancy support to team to redesign and promote new services (including student website).

Students Unaware Neutral

Very large group. Student representative council not well resourced or highly valued by students.

Set up consultation and communication groups. Keep informed. Consider user of social media.

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Clarify Stakeholder Assumptions

Managing and monitoring stakeholder engagement


Con

tinuo

usly

Mon

itor:

Rela

tions

hip

s, C

omm

unic

atio

ns,

and

Les

sons

Lea

rned

Understand Stakeholder Assumptions

Adjust Strategies as Needed

Achieve According to Stakeholder Assumptions

Reconfirm Stakeholder Expectations

MANAGE Monitor

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Project decision-making guide


PERSON/METHOD WHEN

Sponsor decidesProject manager decidesFunctional manager decidesCore team discusses and project manager decidesCore team consensusDelegated to one or two team members to recommendDelegated to one or two team members to decide

Critical decision, large monetary stake, “big picture” neededTime is critical, no need for other input“How” functional work is doneTeam input is usefulBuy-in is criticalNeeds to be investigated, team input usefulNeeds to be investigated, team input not needed

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Influence of Organizational Structures on ProjectsOrganization

StructureProject Characteristics

Functional

Matrix

ProjectizedWeak Matrix Balanced Matrix Strong Matrix

Project Manager’s Authority Little or None Low Low to Moderate Moderate to High High to Almost Total

Resource Availability Little or None Low Low to Moderate Moderate to High High to Almost Total

Who manages the project budget

Functional Manager

Functional Manager Mixed Project Manager Project Manager

Project Manager’s Role Part-time Part-time Full-time Full-time Full-time

Project Management Administrative Staff Part-time Part-time Part-time Full-time Full-time

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Yes Somewhat No

1. Our CEO and senior leadership team consider effective project delivery an integral part of their business strategy. 10 5 0

2. Project managers can accurately identify the executive sponsor for major projects. 10 5 0

3. Lessons learned are analyzed across projects to identify and reduce barriers for effective project delivery. 10 5 0

4. Senior leadership is engaged and can easily assess project status from project initiation to project closure. 10 5 0

5. Project managers feel supported and encouraged to provide honest feedback to organizational leadership. 10 5 0

6. Project managers have a clear and continuously reaffirmed understanding and mutual agreement of which projects are important and rarely face challenges caused by conflicting demands.

10 5 0

7. It is easy to get additional resources after project initiation if the case for additional resources is justified. 10 5 0

8. The organization has made a significant investment in standardizing project controls (e.g., methodologies, tools, and techniques) to enable effective project delivery. 10 5 0

9. Project managers can bypass the application of project controls when they are not relevant or applicable to a specific project. 10 5 0

10. Project managers are required to complete a thorough assessment of how their project will impact other projects and business operations. 10 5 0

Total score

Project Leadership Assessment

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Characteristics of assessment categories.

Category 10–39 points



Objective Establishing resilience Fostering commitment Building momentumRole of leadership Interested and concerned Involved and

committedInvested and cooperative

Benefit Projects learn and recover quickly from difficulty

Project success is mutually agreed upon

Project controls steer projects to success

System of action Communicative and learning-oriented Honest and supportive Learn and integrate

Results of ineffective project leadership

Project ownership is unclear and project challenges are repeated

Leadership is blinded and priorities are unclear

Projects are bound and suffocated by organizational controls

6 VTD - PM VI

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