(Project Management (Leadership

صفحه 1:
Wy a land is gem 7 a nt 8 . Lea 2251213 Silo 22s. 

صفحه 2:
week 6 

صفحه 3:
Develop and facilitate leadership, team building, performance management, conflict management skills in an IT environment. 

صفحه 4:
الال يداي ‎ols‏ ۱3۱۹ Gray & Larson, 2006, Ch 10. 

صفحه 5:
Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers د ود ‎ea‏ لدان | 

صفحه 6:
Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers ی هک سا 

صفحه 7:
management 

صفحه 8:
۱0 0 ‏مع‎ is about people 

صفحه 9:
(Ol Nn cd (ONS caericas ia Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling cara eta 199 

صفحه 10:
planning is the process of setting goals and deciding best way to achieve them 

صفحه 11:
organizing is the process of allocating and arranging human and other resources 

صفحه 12:
leading is the process of influencing others 

صفحه 13:
What is controlling about? controlling 

صفحه 14:
planning leading organising controlling Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling ۱ 

صفحه 15:
Figure 1.1 The functions of management (Bartol et al, 1998, p7) 

صفحه 16:
Okt i= ۳ Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controllin 

صفحه 17:
The process of influencing others to achieve organizational goals (Garto et al, 1998), 

صفحه 18:
People accept a leader’s influence because leaders have power 

صفحه 19:
Where does power come from? 

صفحه 20:
legitimate power reward power 606۲: ۲ information power 

صفحه 21:
legitimate power reward power expert power information power An example 

صفحه 22:
legitimate power reward power expert power ل سانا An example ات ان کیت( 

صفحه 23:
legitimate power reward power expert power ل سانا An example | have the authority to give you a performance bonus 

صفحه 24:
legitimate power reward power expert power information power An example | have the authority to give you a performance bonus 

صفحه 25:
legitimate power reward power expert power information power Another example 

صفحه 26:
legitimate power reward power expert power information power Another example | can also know how to do the job pretty well, and you want to learn 

صفحه 27:
legitimate power reward power expert power information power Another example | can also know how to do the job pretty well, and you want to learn 

صفحه 28:
Managers غم عمق وحانها ‎leaders‏ ۱2675 who are not managers Managers Leaders وطننا عاممعم ‎are both‏ ۳5( and leaders 

صفحه 29:
Maraigess leader and manager are often used interchangeably 

صفحه 30:
Leaders but the two should be distinguished 

صفحه 31:
Some managers function as leaders, and this fits with the definition of management Managers leaders 

صفحه 32:
Other managers do not function as leaders, Managers 

صفحه 33:
and not all leaders are managers Managers leaders 

صفحه 34:
Innovates Administers 

صفحه 35:
Innovates 

صفحه 36:
Administers Maintains existing things Innovates An original Develops new things 

صفحه 37:


صفحه 38:
Maintains existing things 

صفحه 39:
A copy Maintains existing things System and structure focus controls Short term > a 3 a a 8 a Innovates original Develops new things People focus Inspires trust Long term 

صفحه 40:
Administers A copy Maintains existing things System and structure focus controls Short term Asks how and when Innovates An original Develops new things People focus Inspires trust Long term Asks what and why? 

صفحه 41:
Administers A copy Maintains existing things System and structure focus controls Short term Asks how and when Eye on the bottom line Innovates An original Develops new things People focus Inspires trust Long term Asks what and why? Eye on the horizon 

صفحه 42:
Asks what and why? Asks how and when Eye on the horizon Eye on the bottom line Does the right thing Does the thing right 

صفحه 43:
Administers A copy Maintains existing things System and structure focus controls Short term Asks how and when Eye on the bottom line Does the thing right Managers Asks what and why? Eye on the horizon Does the right thing Leaders 

صفحه 44:
(Bennis cited in Tozer, 1997). Eye on the horizon Eye on the bottom line Does the right thing Does the thing right 

صفحه 45:
Leadership and Managers are not the same thing “Management” تن ‎“Leadership”‏ 162 Answers! - Uncut Bonus Edition 

صفحه 46:
Do projects need leaders or mal 

صفحه 47:
A project manager has many roles and responsibilities 

صفحه 48:
Managing projects is managing complexity 

صفحه 49:
Formulate plans and objectives 

صفحه 50:
Monitor results You LOOKING at> 

صفحه 51:
Take corrective action 

صفحه 52:
5ع أ/اتناءعق ع أمعمعاع 

صفحه 53:
Solve technical problems 

صفحه 54:
a 4 x 6 3 0 ۳ 0 © 3 a 6 1 2 1 ل 

صفحه 55:
Make tradeoffs among ti 

صفحه 56:
Recognize the need to change to keep the project on track 

صفحه 57:
Initiate change 

صفحه 58:
Be toate ‏وا‎ Provide direction and motivation 

صفحه 59:
Innovate and adapt as necessary 

صفحه 60:
Integrate assigned resources 

صفحه 61:
Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve technical problems Serve as peacemaker Make tradeoffs among time, costs, and project scope Recognize the need to change to keep the project on track Initiate change Provide direction and motivation Innovate and adapt as necessary Integrate assigned resources 

صفحه 62:
Leadership and Management Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers a ‎al ad‏ ل ل لي 

صفحه 63:
What are stakeholders? 

صفحه 64:
You can’t do it all and get it all done 

صفحه 65:
Projects usually involve a vast web of relationships 

صفحه 66:
Hands-on work is not the same as leading 

صفحه 67:
More pressure and more involvement 

صفحه 68:
More pressure and more involvement will reduce your effectiveness as a leader 

صفحه 69:
ناملا مغ زور۱۱ 

صفحه 70:
ناملا مغ زور۱۱ > 

صفحه 71:
ناملا مغ زور۱۱ > isn’t as important to someone else 

صفحه 72:
Different groups have different stakes 

صفحه 73:
Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project. 

صفحه 74:
وروت یرت را 

صفحه 75:
وروت یرت را Project management is tough, exciting, and rewarding. 

صفحه 76:
وروت یرت را Project management is tough, exciting, and rewarding. so persevere 

صفحه 77:


صفحه 78:
Customers Functional managers Other organizations Top management Figure 10.1 Network of stakeholders (Gray & Larson, 2006, p34) 

صفحه 79:
Customers Project ‏لمم ةمدي یر‎ manager > managers Project team manages 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 contribute to their personal goals and aspirations 

صفحه 80:
Customers Top Project manager Functional managers Project managers naturally compete with each other for resources and support top management. At the same time, they have to share the resources and exchange information. 

صفحه 81:
Other organizations Top management Customers - = Functional 1 managers | ) 

صفحه 82:
Customers Top Project management sponsors لمم ةمدي یر ‎managers‏ Top management approves 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 cost 

صفحه 83:
Sree Customers Project ~~~. 3 لمم ةمدي یر managers Project sponsors champion of the project and use their influence to gain approval of the project. Their reputation is tied to the success of the project 

صفحه 84:
Customers Top لمم ةمدي یر ‎managers‏ Customers define the scope of the project, and ultimate project success rests in their satisfaction. Project managers need to be responsive to changing customer needs and requirements and to meeting their expectations 

صفحه 85:


صفحه 86:
Functional managers Government ‘Contractors سس ۰ 

صفحه 87:
Functional managers 3 

صفحه 88:
Leadership and Management Managing Project Stakeholders Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers ۳ ‎al‏ هک 

صفحه 89:
Leadership and Management Managing Project Stakeholders Influence as Exchange Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers تنم د 

صفحه 90:
‎ag ata‏ تنل وی ترا ‎Lending or giving money, budget increases, personnel, etc. ‎Helping with existing projects or undertaking ‏نلامنا‎ 300 ]85!5. ‎Giving task support, providing quicker response time, or aiding implementation. ‎Providing organizational as well as technical knowledge. ‎RCL gett ‏تلا ند‎ Cooperation ‎Information ‎Position-related currencies ‎Giving a task or assignment that can result in promotion. ‎Acknowledging effort or abilities. ‎Providing a chance to be known by higher-ups or significant others in the organization. ‏کت تیا ‎Recognition ‎Visibility ‎Network/contacts Providing opportunities for linking with others. ‎TABLE 10.1 ‎ ‎ ‎ 

صفحه 91:
Inspiration-related currencies ‎Being involved in a task that has larger‏ كلكا ‎significance for the unit, organization,‏ ‎cola eel ateei 1s‏ ۱2 ‎Having a chance to do important things really‏ ععمعااععياع لحننا ‎Ethical correctness Doing what is “right” by a higher standard ۱ ‏لت هرن تکیت‎ ae ‏رات لاف تال توس ارت یرای تیا ‎Providing closeness and friendship.‏ حا ان ‎Personal support Giving personal and emotional backing.‏ ‎Understanding Listening to others’ concerns and issues.‏ ‎Personal-related currencies ‏وتات ]ودره‎ Sharing tasks that increase skills and abilities. ‎Ownership/involvement Letting others have ownership and influence. ۲2۸۵۱۶ 3 ‎Gratitude Expressing appreciation. erro 

صفحه 92:
Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers wi د ی 

صفحه 93:
Mapping Dependencies for social networks 

صفحه 94:
Project team perspective Whose cooperation will be needed? ۷۷۵96 9۲66۲960۲ ۵۲ ۵00۳۵۷۵۱ ۷۷۱۱۱ ۷/۵ ۹ Whose opposition would keep us from accomplishing the project? 

صفحه 95:
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 status of our relationships with the stakeholders? ‎Oa‏ ات د5عهل ععمع روز ات وراک زرا ‎stakeholders?‏ 

صفحه 96:
Information technology manager Software Purchasing Rec Information technology director Billing and receipts Top SS management Figure 10.2 Dependencies for financial software installation project (Gray & Larson, 2006, p320) 

صفحه 97:
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 resolve conflicts and prevent stalemates 

صفحه 98:
Management by Walking Around (MBWA) A 3 that involves managers spending the majority of time outside of their offices in with employees building cooperative relationships 

صفحه 99:
Managing Upward Relations تاریزعت وا ‎appropriate budgets‏ ‎responsiveness to unexpected needs‏ ‎a clear signal to the organization of the importance of‏ ‎cooperation‏ Motivating the Project Team influence top management to favor team by withdrawing unreasonable demands providing additional resources recognizing the activities of team members 

صفحه 100:
i {1/4 Project Figure 10.3 The significance of a project sponsor (Gray & Larson, 2006, p324) 

صفحه 101:


صفحه 102:
6 aspects of leading by example Priorities 1 Urgency 3. problem solving 4 standards of performance 5 Ethics Co-operation 

صفحه 103:
Standards of Problem performance solving Leading Ethics Priorities example Urgency Cooperation Figure 10.4 Leading by example (Gray & Larson, 2006, p326) 

صفحه 104:
Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers oF Betoun! St 

صفحه 105:
ee In 

صفحه 106:
11 J ai eae ‏ويك‎ ‏اه ۱ تم‎ lal lie ١ __to determine whether conduct ‏الف"‎ smi ~ 

صفحه 107:
lagging of cost and time estimations falsely assuring customers that everything is fine being pressured to alter status reports falsifying cost accounts compromising safety st approving poor work rds to accelerate progress 

صفحه 108:
Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Qualities of an Effective Project Manager Suggestions for Project Managers کب و ان 5 Ce 

صفحه 109:
Contradictions of Project Management 

صفحه 110:
Contradictions of Project Management 

صفحه 111:
Contradictions of Project Management 

صفحه 112:
Contradictions of Project Management 

صفحه 113:
Contradictions of Project Management 

صفحه 114:
Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management Suggestions for Project Managers a ara 

صفحه 115:
Qualities of an Effe: Managé Systems thinker Personal integrity Proactive High tolerance for stress General business perspective Good communicator Effective time management Skillful politician Optimist 

صفحه 116:
Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager د لود عع رک 9 9 ۳ 

صفحه 117:
Leaders: 

صفحه 118:
دت یات وت )۱ Bartol, K. et al. (1998). Management - A pacific rim focus (2"¢ ed.). Roseville, NSW: McGraw-Hill. Greenberg, J. & Baron, R. (1993). Behavior in organizations (4* ed.). Syd., NSW: Allyn and Bacon. Tozer, J. (1997). Leading initiative - Leadership, teamwork and ‏طة ممعماع لسغو بلمعغغبا8 :عاألا ,.طاعالا غرمط .عملا مممغمط عط‎ 

صفحه 119:
Next Week Managing Project Teams * Gray & Larson, 2006, Ch. 11. Topic: Reading: 

صفحه 120:
| Pad ‏رز‎ t ۱ 1 7 14 0 1 1 i i | 1 | i ۱ 2 i i i i 1 3 1 1 8 z 1 a 5 ۱ i 1 3 1 i جو 2 2 es 0 q a @ 

صفحه 121:


صفحه 122:
BetterProjects.net 

Project Management 6. Leadership week 6 Develop and facilitate leadership, team building, performance management, conflict management skills in an IT environment. Gray & Larson, 2006, Ch 10. 1. 2. 3. 4. 5. 6. 7. 8. 9. Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers 1. Leadership and Management 2. 3. 4. 5. 6. 7. 8. 9. Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers management management is about people What is Management? 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). planning planning is the process of setting goals and deciding best way to achieve them organizing is the process of allocating and arranging human and other resources organising leading leading is the process of influencing others What is controlling about? controlling Management planning leading organising controlling 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). Figure 1.1 The functions of 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 al, 1998). People accept a leader’s influence because leaders have power Where does power come from? legitimate power reward power expert power information power legitimate power reward power expert power information power An example legitimate power reward power expert power information power An example I am your manager legitimate power reward power expert power information power An example I have the authority to give you a performance bonus legitimate power reward power expert power information power An example I have the authority to give you a performance bonus legitimate power reward power expert power information power Another example legitimate power reward power expert power information power Another example I can also know how to do the job pretty well, and you want to learn legitimate power reward power expert power information power Another example I can also know how to do the job pretty well, and you want to learn Managers who are not leaders Leaders who are not managers Managers Leaders People who are both managers and leaders Managers Leaders leader and manager are often used interchangeably Managers Leaders but the two should be distinguished Some managers function as leaders, and this fits with the definition of management Managers leaders Other managers do not function as leaders, Managers leaders and not all leaders are managers Managers leaders Innovates Administers Innovates Administers An original A copy Innovates Administers An original A copy Develops new things Maintains existing things Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Long term Short term Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Long term Short term Asks what and why? Asks how and when Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Long term Short term Asks what and why? Asks how and when Eye on the horizon Eye on the bottom line Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Long term Short term Asks what and why? Asks how and when Eye on the horizon Eye on the bottom line Does the right thing Does the thing right Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Long term Short term Asks what and why? Asks how and when Eye on the horizon Eye on the bottom line Does the right thing Does the thing right Leaders Managers Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Long term Short term Asks what and why? Asks how and when Eye on the horizon Eye on the bottom line Does the right thing Does the thing right Leaders Managers (Bennis cited in Tozer, 1997). Leadership and Managers are not the same thing http://www.slideshare.net/tommyland/management-vs-leadership-on-linkedin Do projects need leaders or managers? A project manager has many roles and responsibilities Managing projects is managing complexity Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve technical problems Serve as peacemaker Make tradeoffs among time, costs, and project scope Recognize the need to change to keep the project on track Initiate change Provide direction and motivation Innovate and adapt as necessary Integrate assigned resources Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve technical problems Serve as peacemaker Make tradeoffs among time, costs, and project scope Recognize the need to change to keep the project on track Initiate change Provide direction and motivation Innovate and adapt as necessary Integrate assigned resources 1. Leadership and Management 2. Managing Project Stakeholders 3. 4. 5. 6. 7. 8. 9. Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers What are stakeholders? You can’t 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 More pressure and more involvement will reduce your effectiveness as a leader What’s important to you What’s important to you likely What’s important to you likely isn’t as important to someone else Different groups have different stakes Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project. Remember Remember Project management is tough, exciting, and rewarding. Remember Project management is tough, exciting, and rewarding. so persevere http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html Figure 10.1 Network of stakeholders (Gray & Larson, 2006, 2006, p314) Project team manages 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 contribute to their personal goals and aspirations Project managers naturally compete with each other for resources and support top management. At the same time, they have to share the resources and exchange information. Functional managers depending upon how the project is organised can play minor or major role toward the project success, for example providing technical input etc. Top management approves 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 cost Project sponsors champion of the project and use their influence to gain approval of the project. Their reputation is tied to the success of the project Customers define the scope of the project, and ultimate project success rests in their satisfaction. Project managers need to be responsive to changing customer needs and requirements and to meeting their expectations Administrative groups such as human resources, information systems, purchasing agents, maintenance etc. provide valuable support service. Government agencies Place constrains on project work. Permits need to be secured Contractors may do the actual work with team members 1. 2. Leadership and Management Managing Project Stakeholders 3. Influence as Exchange 4. 5. 6. 7. 8. 9. Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers 1. 2. 3. Leadership and Management Managing Project Stakeholders Influence as Exchange 4. Commonly Traded Organizational Currencies 5. 6. 7. 8. 9. Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers Task-related currencies Resources Assistance Cooperation Information Lending or giving money, budget increases, personnel, etc. Helping with existing projects or undertaking unwanted tasks. Giving task support, providing quicker response time, or aiding implementation. Providing organizational as well as technical knowledge. Position-related currencies Advancement Recognition Visibility Network/contacts Giving a task or assignment that can result in promotion. Acknowledging effort or abilities. Providing a chance to be known by higher-ups or significant others in the organization. Providing 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 Inspiration-related currencies Vision Excellence Ethical correctness Being involved in a task that has larger significance for the unit, organization, customer, or society. Having a chance to do important things really well. Doing what is “right” by a higher standard than efficiency. Relationship-related currencies Acceptance Personal support Understanding Providing closeness and friendship. Giving personal and emotional backing. Listening to others’ concerns and issues. Personal-related currencies Challenge/learning Sharing tasks that increase skills and abilities. Ownership/involvement Letting others have ownership and influence. TABLE 10.1 (cont’d) Gratitude Expressing appreciation. 1. 2. 3. 4. Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies 5. Social Network Building 6. 7. 8. 9. Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers Mapping Dependencies for social networks Project team perspective Whose cooperation will be needed? 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 status of our relationships with the stakeholders? What sources of influence does the team have relative to the stakeholders? Figure 10.2 Dependencies for financial software installation project (Gray & Larson, 2006, 2006, p320) 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 resolve conflicts and prevent stalemates Management by Walking Around (MBWA) A management style that involves managers spending the majority of time outside of their offices in face-to-face interactions with employees building cooperative relationships Managing 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 to favor team by withdrawing unreasonable demands providing additional resources recognizing the activities of team members Figure 10.3 The significance of a project sponsor (Gray & Larson, 2006, 2006, p324) Leading by Example Highly visible, interactive management style which allows building and sustaining cooperative relationship and modeling project managers behavior 6 aspects of leading by example 1. 2. 3. 4. 6. Priorities Urgency problem solving standards of performance 5. Ethics Co-operation Figure 10.4 Leading by example (Gray & Larson, 2006, 2006, p326) 1. 2. 3. 4. 5. Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building 6. Ethics and Project Management 7. 8. 9. Contradictions of Project Management Qualities of an Effective Project Manager Suggestions for Project Managers Industry ethical guidelines www.pmi.org Ethical dilemmas Situations where it is difficult to determine whether conduct is right or wrong • • • • • • lagging of cost and time estimations falsely assuring customers that everything is fine being pressured to alter status reports falsifying cost accounts compromising safety standards to accelerate progress approving poor work 1. 2. 3. 4. 5. 6. Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management 7. Contradictions of Project Management 8. 9. Qualities of an Effective Project Manager Suggestions for Project Managers Contradictions of Project Management Contradictions of Project Management Innovator! Maintain stability! Contradictions of Project Management Innovator! Maintain stability! Individuals! Teamwork! Contradictions of Project Management Innovator! Maintain stability! Individuals! Teamwork! Flexible! Determined! Contradictions of Project Management Innovator! Maintain stability! Individuals! Teamwork! Flexible! Determined! Team loyalty! Organisational loyalty! 1. 2. 3. 4. 5. 6. 7. Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management 8. Qualities of an Effective Project Manager 9. Suggestions for Project Managers Qualities of an Effective Project Manager Systems thinker Personal integrity Proactive High tolerance for stress General business perspective Good communicator Effective time management Skillful politician Optimist 1. 2. 3. 4. 5. 6. 7. 8. Leadership and Management Managing Project Stakeholders Influence as Exchange Commonly Traded Organizational Currencies Social Network Building Ethics and Project Management Contradictions of Project Management Qualities of an Effective Project Manager 9. Suggestions for Project Managers Leaders: References Bartol, K. et al. (1998). Management – A pacific rim focus (2nd ed.). Roseville, 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 Week Topic: Managing Project Teams Reading: • Gray & Larson, 2006, Ch. 11. http://flickr.com/photos/lumaxart/2137729430/ http://flickr.com/photos/beija-flor/52292046/sizes/sq/ http://flickr.com/photos/maniya/2731402919/sizes/sq/ http://flickr.com/photos/lukemontague/257339079/ http://flickr.com/photos/dunechaser/2019456693/ http://flickr.com/photos/shadows_and_light/2072085898/sizes/sq/ http://flickr.com/photos/mjthomas43/289435126/sizes/sq/ http://flickr.com/photos/skistz/398429879/sizes/sq/ http://flickr.com/photos/jeffbelmonte/8228640/sizes/sq/ http://flickr.com/photos/craigwbrown/118034346/sizes/sq/ http://flickr.com/photos/cindy47452/2479210076/sizes/sq/ http://flickr.com/photos/trvr3307/127632207/sizes/sq/ http://flickr.com/photos/gadl/366202554/sizes/sq/ http://flickr.com/photos/imranchaudhry/2208102635/sizes/sq/ http://flickr.com/photos/cmbellman/2775956184/sizes/sq/in/photostream/ http://flickr.com/photos/soldiersmediacenter/397708723/sizes/sq/ http://flickr.com/photos/cmbellman/2772343336/sizes/sq/ http://flickr.com/photos/ppdigital/2327873620/sizes/sq/in/set-72157603263059146/ http://flickr.com/photos/jenicra84/2174260506/sizes/sq/ http://flickr.com/photos/eticas/2282480520/sizes/sq/ http://flickr.com/photos/worldeconomicforum/374706891/sizes/sq/ http://flickr.com/photos/meredithfarmer/315541970/sizes/sq/ BetterProjects.net Title page pic care of lumaxart & CC @ Flickr http://flickr.com/photos/lumaxart/2137729430/