(Project Management (Leadership

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

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week 6 

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

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

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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 | 

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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 

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management 

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۱0 0 ‏مع‎ is about people 

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(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 

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

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organizing is the process of allocating and arranging human and other resources 

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leading is the process of influencing others 

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What is controlling about? controlling 

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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 

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

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

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

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People accept a leader’s influence because leaders have power 

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Where does power come from? 

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legitimate power reward power 606۲: ۲ information power 

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legitimate power reward power expert power information power An example 

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

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

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

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legitimate power reward power expert power information power Another example 

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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 

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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 

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

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Maraigess leader and manager are often used interchangeably 

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Leaders but the two should be distinguished 

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

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Other managers do not function as leaders, Managers 

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and not all leaders are managers Managers leaders 

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Innovates Administers 

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Innovates 

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Administers Maintains existing things Innovates An original Develops new things 

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Maintains existing things 

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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 

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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? 

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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 

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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 

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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 

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

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

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Do projects need leaders or mal 

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A project manager has many roles and responsibilities 

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Managing projects is managing complexity 

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Formulate plans and objectives 

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Monitor results You LOOKING at> 

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Take corrective action 

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5ع أ/اتناءعق ع أمعمعاع 

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Solve technical problems 

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a 4 x 6 3 0 ۳ 0 © 3 a 6 1 2 1 ل 

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Make tradeoffs among ti 

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Recognize the need to change to keep the project on track 

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Initiate change 

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Be toate ‏وا‎ Provide direction and motivation 

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Innovate and adapt as necessary 

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Integrate assigned resources 

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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 

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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 

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What are stakeholders? 

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You can’t do it all and get it all done 

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Projects usually involve a vast web of relationships 

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Hands-on work is not the same as leading 

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More pressure and more involvement 

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

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ناملا مغ زور۱۱ 

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ناملا مغ زور۱۱ > 

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

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Different groups have different stakes 

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

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وروت یرت را 

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

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

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

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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 

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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. 

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

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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 

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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 

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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 

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Functional managers Government ‘Contractors سس ۰ 

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Functional managers 3 

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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 

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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 

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‎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 ‎ ‎ ‎ 

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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 

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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 

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Mapping Dependencies for social networks 

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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? 

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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?‏ 

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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) 

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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 

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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 

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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 

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

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

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

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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 

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ee In 

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

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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 

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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 

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Contradictions of Project Management 

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Contradictions of Project Management 

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Contradictions of Project Management 

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Contradictions of Project Management 

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Contradictions of Project Management 

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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 

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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 

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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 

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Leaders: 

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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 

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

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| 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 @ 

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