暨南大学项目管理chapter10beinganeffectiveprojectmanager.ppt

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1、2023-9-71Leadership:Being an Effective Project ManagerCHAPTER TEN Copyright 2011 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwin103Where We Are Now104Managing versus Leading a Project Managingcoping with complexity Formulate plans and objectives Monitor results Take corrective

2、 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 as

3、signed resources105Managing Project Stakeholders Project Management 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

4、 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.106Network of StakeholdersFIGURE 10.1107Influence as Exchange T

5、he 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

6、“currencies”(favors).108Commonly Traded Organizational CurrenciesTABLE 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,

7、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 hig

8、her-ups or significant others in the organization.Network/Providing opportunities for linking with others.contactsSource: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.109Organizational Currencies(

9、contd)TABLE 10.1(contd)Inspiration-related currenciesVision 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.R

10、elationship-related currenciesAcceptance Providing closeness and friendship.Personal support Giving personal and emotional backing.Understanding Listening to others concerns and issues.Personal-related currenciesChallenge/learningSharing tasks that increase skills and abilities.Ownership/involvement

11、 Letting others have ownership and influence.GratitudeExpressing appreciation.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.1010Social Network Building Mapping Dependencies Project team per

12、spective: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

13、status of our relationships with the stakeholders?What sources of influence does the team have relative to the stakeholders?1011Dependencies for Financial Software Installation ProjectFIGURE 10.21012Management by Wandering Around Management by Wandering Around(MBWA)Involves managers spending the maj

14、ority of their time in face-to-face interactions with employees building cooperative relationships.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 resol

15、ve conflicts and prevent stalemates.1013Managing Upward Relations Project Success=Top Management Support Appropriate budgets Responsiveness to unexpected needs A clear signal to the organization of the importance of cooperation Motivating the Project Team Influence top management in favor of the tea

16、m:Rescind unreasonable demands Provide additional resources Recognize the accomplishments of team members1014The Significance of a Project SponsorFIGURE 10.31015Leading by ExampleFIGURE 10.41016Ethics 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 Fals