项目经理教程第六周

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1、Project Management6.Leadershipweek 6Develop and facilitate leadership,team building,performance management,conflict management skills in an IT environment.Gray&Larson,2006,Ch 10.1.Leadership and Management2.Managing Project Stakeholders3.Influence as Exchange4.Commonly Traded Organizational Currenci

2、es5.Social Network Building6.Ethics and Project Management7.Contradictions of Project Management8.Qualities of an Effective Project Manager9.Suggestions for Project Managers1.Leadership and Management2.Managing Project Stakeholders3.Influence as Exchange4.Commonly Traded Organizational Currencies5.S

3、ocial Network Building6.Ethics and Project Management7.Contradictions of Project Management8.Qualities of an Effective Project Manager9.Suggestions for Project Managersmanagementmanagement is about peopleWhat is Management?Management is the process of achieving organizational goals through engaging

4、in the four major functions of planning,organizing,leading and controlling(Bartol et al,1998).planning is the process of setting goals and deciding best way to achieve themplanningorganizing is the process of allocating and arranging human and other resourcesorganisingleading is the process of influ

5、encing othersleadingWhat is controlling about?controllingManagementManagement is the process of achieving organizational goals through engaging in the four major functions of planning,organizing,leading and controlling(Bartol et al,1998).planningorganisingleadingcontrollingFigure 1.1 The functions o

6、f management(Bartol et al,1998,p7)What is Leadership?Management is the process of achieving organizational goals through engaging in the four major functions of planning,organizing,leading and controlling(Bartol et al,1998).The process of influencing others to achieve organizational goals(Bartol et

7、al,1998).People accept a leaders influence because leaders have powerWhere does power come from?legitimate powerreward powerexpert powerinformation powerlegitimate powerreward powerexpert powerinformation powerAn examplelegitimate powerreward powerexpert powerinformation powerAn exampleI am your man

8、agerlegitimate powerreward powerexpert powerinformation powerAn exampleI have the authority to give you a performance bonuslegitimate powerreward powerexpert powerinformation powerAn exampleI have the authority to give you a performance bonuslegitimate powerreward powerexpert powerinformation powerA

9、nother examplelegitimate powerreward powerexpert powerinformation powerAnother exampleI can also know how to do the job pretty well,and you want to learnlegitimate powerreward powerexpert powerinformation powerAnother exampleI can also know how to do the job pretty well,and you want to learnLeadersM

10、anagersManagers who are not leadersLeaders who are not managersPeople who are both managers and leadersleader and manager are often used interchangeablyLeadersManagersbut the two should be distinguishedLeadersManagersSome managers function as leaders,and this fits with the definition of managementle

11、adersManagersOther managers do not function as leaders,leadersManagersand not all leaders are managersleadersManagersInnovatesAdministersInnovatesAdministersAn originalA copyInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsInnovatesAdministersAn originalA copyDevelops

12、 new thingsMaintains existing thingsPeople focusSystem and structure focusInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeop

13、le focusSystem and structure focusInspires trustcontrolsLong termShort termInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenInnovatesAdministersAn origina

14、lA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSy

15、stem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineDoes the right thingDoes the thing rightLeadersManagersInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and s

16、tructure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineDoes the right thingDoes the thing rightLeadersManagersInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure f

17、ocusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineDoes the right thingDoes the thing right(Bennis cited in Tozer,1997).Leadership and Managers are not the same thingDo projects need leaders or managers?A project manager has many r

18、oles and responsibilitiesManaging projects is managing complexity1.Formulate plans and objectives1.2.Monitor results1.Take corrective action1.Expedite activities1.Solve technical problems1.Serve as peacemaker1.Make tradeoffs among time,costs,and project scope1.Recognize the need to change to keep th

19、e project on track1.Initiate change1.Provide direction and motivation1.Innovate and adapt as necessary1.Integrate assigned resources1.Formulate plans and objectives2.Monitor results3.Take corrective action4.Expedite activities5.Solve technical problems6.Serve as peacemaker7.Make tradeoffs among time

20、,costs,and project scope8.Recognize the need to change to keep the project on track9.Initiate change10.Provide direction and motivation11.Innovate and adapt as necessary12.Integrate assigned resources1.Leadership and Management2.Managing Project Stakeholders3.Influence as Exchange4.Commonly Traded O

21、rganizational Currencies5.Social Network Building6.Ethics and Project Management7.Contradictions of Project Management8.Qualities of an Effective Project Manager9.Suggestions for Project ManagersWhat are stakeholders?1.You cant do it all and get it all done1.Projects usually involve a vast web of re

22、lationships1.Hands-on work is not the same as leading1.More pressure and more involvement 1.More pressure and more involvement 2.will reduce your effectiveness as a leader1.Whats important to you 1.Whats important to you 2.likely 1.Whats important to you 2.likely 3.isnt as important to someone else1

23、.Different groups have different stakes 1.Different groups have different stakes 2.(responsibilities,agendas,and priorities)3.in the outcome of a project.1.Remember1.Remember2.Project management is tough,exciting,and rewarding.1.Remember2.Project management is tough,exciting,and rewarding.3.so perse

24、vere Figure 10.1 Figure 10.1 Network of stakeholdersNetwork of stakeholders(Gray&Larson,2006,p314)(Gray&Larson,2006,p314)Project teammanages and completes the project work.Most participants want to do a good job,but they are also concerned with other obligations and how their involvement will contri

25、bute to their personal goals and aspirationsProject managersnaturally compete with each other for resources and support top management.At the same time,they have to share the resources and exchange information.Functional managersdepending upon how the project is organised can play minor or major rol

26、e toward the project success,for example providing technical input etc.Top managementapproves funding of the project and establishes the priorities within the organization.They define success,rewards for the successful completing of the project.Significant adjustments in scope,time and costProject s

27、ponsorschampion of the project and use their influence to gain approval of the project.Their reputation is tied to the success of the project Customersdefine the scope of the project,and ultimate project success rests in their satisfaction.Project managers need to be responsive to changing customer

28、needs and requirements and to meeting their expectationsAdministrative groups such as human resources,information systems,purchasing agents,maintenance etc.provide valuable support service.Government agenciesPlace constrains on project work.Permits need to be securedContractorsmay do the actual work

29、 with team members 1.Leadership and Management2.Managing Project Stakeholders3.Influence as Exchange4.Commonly Traded Organizational Currencies5.Social Network Building6.Ethics and Project Management7.Contradictions of Project Management8.Qualities of an Effective Project Manager9.Suggestions for Pr

30、oject Managers1.Leadership and Management2.Managing Project Stakeholders3.Influence as Exchange4.Commonly Traded Organizational Currencies5.Social Network Building6.Ethics and Project Management7.Contradictions of Project Management8.Qualities of an Effective Project Manager9.Suggestions for Project

31、 ManagersTABLE 10.1Task-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 organizat

32、ional as well as technical knowledge.Position-related currencies Advancement Giving a task or assignment that can result in promotion.Recognition Acknowledging effort or abilities.Visibility Providing a chance to be known by higher-ups or significant others in the organization.Network/contacts Provi

33、ding opportunities for linking with others.Source:Adapted from A.R.Cohen and David L.Bradford,Influence without Authority(New York:John Wiley&Sons,1990).Reprinted by permission of John Wiley&Sons,Inc.TABLE 10.1(contd)Inspiration-related currenciesVision Being involved in a task that has larger signi

34、ficance 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 currenciesAcceptance Providing closeness and friendship.Personal support Giving person

35、al and emotional backing.Understanding Listening to others concerns and issues.Personal-related currenciesChallenge/learning Sharing tasks that increase skills and abilities.Ownership/involvement Letting others have ownership and influence.Gratitude Expressing appreciation.1.Leadership and Managemen

36、t2.Managing Project Stakeholders3.Influence as Exchange4.Commonly Traded Organizational Currencies5.Social Network Building6.Ethics and Project Management7.Contradictions of Project Management8.Qualities of an Effective Project Manager9.Suggestions for Project ManagersMapping Dependencies for social

37、 networksProject team perspectiveWhose cooperation will be needed?Whose agreement or approval will we need?Whose opposition would keep us from accomplishing the project?Stakeholders perspectiveWhat differences exist between the team and those on whom the team will depend?How do the stakeholders view

38、 the project?What is the status of our relationships with the stakeholders?What sources of influence does the team have relative to the stakeholders?Figure 10.2 Figure 10.2 Dependencies for financial software installation projectDependencies for financial software installation project(Gray&Larson,20

39、06,p320)(Gray&Larson,2006,p320)Characteristics of Effective Project Managersinitiate contact with key playersanticipate potential problemsprovide encouragementreinforce the objectives and vision of the projectintervene to resolve conflicts and prevent stalematesManagement by Walking Around(MBWA)A ma

40、nagement style that involves managers spending the majority of time outside of their offices in face-to-face interactions with employees building cooperative relationshipsManaging Upward RelationsProject Success=Top Management Supportappropriate budgetsresponsiveness to unexpected needsa clear signa

41、l to the organization of the importance of cooperationMotivating the Project Teaminfluence top management to favor team bywithdrawing unreasonable demandsproviding additional resourcesrecognizing the activities of team membersFigure 10.3 Figure 10.3 The significance of a project sponsorThe significa

42、nce of a project sponsor(Gray&Larson,2006,p324)(Gray&Larson,2006,p324)Leading by ExampleHighly visible,interactive management style which allows building and sustaining cooperative relationship and modeling project managers behavior6 aspects of leading by example1.Priorities2.Urgency3.problem solvin

43、g4.standards of performance5.Ethics6.Co-operationFigure 10.4 Figure 10.4 Leading by exampleLeading by example(Gray&Larson,2006,p326)(Gray&Larson,2006,p326)1.Leadership and Management2.Managing Project Stakeholders3.Influence as Exchange4.Commonly Traded Organizational Currencies5.Social Network Buil

44、ding6.Ethics and Project Management7.Contradictions of Project Management8.Qualities of an Effective Project Manager9.Suggestions for Project ManagersIndustry ethical guidelinesEthical dilemmasSituations where it is difficult to determine whether conduct is right or wronglagging of cost and time est

45、imationsfalsely assuring customers that everything is finebeing pressured to alter status reportsfalsifying cost accountscompromising safety standards to accelerate progressapproving poor work1.Leadership and Management2.Managing Project Stakeholders3.Influence as Exchange4.Commonly Traded Organizat

46、ional Currencies5.Social Network Building6.Ethics and Project Management7.Contradictions of Project Management8.Qualities of an Effective Project Manager9.Suggestions for Project ManagersContradictions of Project ManagementInnovator!Maintain stability!Contradictions of Project ManagementInnovator!Ma

47、intain stability!Individuals!Teamwork!Contradictions of Project ManagementInnovator!Maintain stability!Individuals!Teamwork!Flexible!Determined!Contradictions of Project ManagementInnovator!Maintain stability!Individuals!Teamwork!Flexible!Determined!Team loyalty!Organisational loyalty!Contradictions

48、 of Project Management1.Leadership and Management2.Managing Project Stakeholders3.Influence as Exchange4.Commonly Traded Organizational Currencies5.Social Network Building6.Ethics and Project Management7.Contradictions of Project Management8.Qualities of an Effective Project Manager9.Suggestions for

49、 Project ManagersQualities of an Effective Project ManagerSystems thinkerPersonal integrityProactiveHigh tolerance for stressGeneral business perspectiveGood communicatorEffective time managementSkillful politicianOptimist1.Leadership and Management2.Managing Project Stakeholders3.Influence as Excha

50、nge4.Commonly Traded Organizational Currencies5.Social Network Building6.Ethics and Project Management7.Contradictions of Project Management8.Qualities of an Effective Project Manager9.Suggestions for Project ManagersLeaders:ReferencesBartol,K.et al.(1998).Management A pacific rim focus(2nd ed.).Ros

51、eville,NSW:McGraw-Hill.Greenberg,J.&Baron,R.(1993).Behavior in organizations(4th ed.).Syd.,NSW:Allyn and Bacon.Tozer,J.(1997).Leading initiative Leadership,teamwork and the bottom line.Port Melb.,Vic:Butterworth-Heinemann.Next WeekTopic:Managing Project TeamsReading:Gray&Larson,2006,Ch.11.:/flickr /

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54、otos/cindy47452/2479210076/sizes/sq/:/flickr /photos/gadl/366202554/sizes/sq/:/flickr /photos/cmbellman/2775956184/sizes/sq/in/photostream/:/flickr /photos/cmbellman/2772343336/sizes/sq/:/flickr /photos/jenicra84/2174260506/sizes/sq/:/flickr /photos/eticas/2282480520/sizes/sq/:/flickr /photos/worldeconomicforum/374706891/sizes/sq/:/flickr /photos/meredithfarmer/315541970/sizes/sq/BetterPTitle page pic care of lumaxart&CC Flickr :/flickr /photos/lumaxart/2137729430/