(Project Management (Leadership
اسلاید 1: Project Management 6. Leadership
اسلاید 2: week 6
اسلاید 3: Develop and facilitate leadership, team building, performance management, conflict management skills in an IT environment.
اسلاید 4: Gray & Larson, 2006, Ch 10.
اسلاید 5: Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
اسلاید 6: Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
اسلاید 7: management
اسلاید 8: management is about people
اسلاید 9: 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).
اسلاید 10: planning is the process of setting goals and deciding best way to achieve themplanning
اسلاید 11: organizing is the process of allocating and arranging human and other resourcesorganising
اسلاید 12: leading is the process of influencing othersleading
اسلاید 13: What is controlling about?controlling
اسلاید 14: ManagementManagement is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).planningorganisingleadingcontrolling
اسلاید 15: Figure 1.1 The functions of management (Bartol et al, 1998, p7)
اسلاید 16: 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).
اسلاید 17: The process of influencing others to achieve organizational goals (Bartol et al, 1998).
اسلاید 18: People accept a leader’s influence because leaders have power
اسلاید 19: Where does power come from?
اسلاید 20: legitimate powerreward powerexpert powerinformation power
اسلاید 21: legitimate powerreward powerexpert powerinformation powerAn example
اسلاید 22: legitimate powerreward powerexpert powerinformation powerAn exampleI am your manager
اسلاید 23: legitimate powerreward powerexpert powerinformation powerAn exampleI have the authority to give you a performance bonus
اسلاید 24: legitimate powerreward powerexpert powerinformation powerAn exampleI have the authority to give you a performance bonus
اسلاید 25: legitimate powerreward powerexpert powerinformation powerAnother example
اسلاید 26: legitimate powerreward powerexpert powerinformation powerAnother exampleI can also know how to do the job pretty well, and you want to learn
اسلاید 27: legitimate powerreward powerexpert powerinformation powerAnother exampleI can also know how to do the job pretty well, and you want to learn
اسلاید 28: LeadersManagersManagers who are not leadersLeaders who are not managersPeople who are both managers and leaders
اسلاید 29: leader and manager are often used interchangeablyLeadersManagers
اسلاید 30: but the two should be distinguishedLeadersManagers
اسلاید 31: Some managers function as leaders, and this fits with the definition of managementleadersManagers
اسلاید 32: Other managers do not function as leaders, leadersManagers
اسلاید 33: and not all leaders are managersleadersManagers
اسلاید 34: InnovatesAdministers
اسلاید 35: InnovatesAdministersAn originalA copy
اسلاید 36: InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing things
اسلاید 37: InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focus
اسلاید 38: InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrols
اسلاید 39: InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort term
اسلاید 40: InnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and when
اسلاید 41: InnovatesAdministersAn originalA 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 line
اسلاید 42: InnovatesAdministersAn originalA 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 lineDoes the right thingDoes the thing right
اسلاید 43: LeadersManagersInnovatesAdministersAn originalA 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 lineDoes the right thingDoes the thing right
اسلاید 44: LeadersManagersInnovatesAdministersAn originalA 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 lineDoes the right thingDoes the thing right(Bennis cited in Tozer, 1997).
اسلاید 45: http://www.slideshare.net/tommyland/management-vs-leadership-on-linkedinLeadership and Managers are not the same thing
اسلاید 46: Do projects need leaders or managers?
اسلاید 47: A project manager has many roles and responsibilities
اسلاید 48: Managing projects is managing complexity
اسلاید 49: Formulate plans and objectives
اسلاید 50: Monitor results
اسلاید 51: Take corrective action
اسلاید 52: Expedite activities
اسلاید 53: Solve technical problems
اسلاید 54: Serve as peacemaker
اسلاید 55: Make tradeoffs among time, costs, and project scope
اسلاید 56: Recognize the need to change to keep the project on track
اسلاید 57: Initiate change
اسلاید 58: Provide direction and motivation
اسلاید 59: Innovate and adapt as necessary
اسلاید 60: Integrate assigned resources
اسلاید 61: Formulate plans and objectivesMonitor resultsTake corrective actionExpedite activitiesSolve technical problemsServe as peacemakerMake tradeoffs among time, costs, and project scopeRecognize the need to change to keep the project on trackInitiate changeProvide direction and motivationInnovate and adapt as necessaryIntegrate assigned resources
اسلاید 62: Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
اسلاید 63: What are stakeholders?
اسلاید 64: You can’t do it all and get it all done
اسلاید 65: Projects usually involve a vast web of relationships
اسلاید 66: Hands-on work is not the same as leading
اسلاید 67: More pressure and more involvement
اسلاید 68: More pressure and more involvement will reduce your effectiveness as a leader
اسلاید 69: What’s important to you
اسلاید 70: What’s important to you likely
اسلاید 71: What’s important to you likely isn’t as important to someone else
اسلاید 72: Different groups have different stakes
اسلاید 73: Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project.
اسلاید 74: Remember
اسلاید 75: RememberProject management is tough, exciting, and rewarding.
اسلاید 76: RememberProject management is tough, exciting, and rewarding.so persevere
اسلاید 77: http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html
اسلاید 78: Figure 10.1 Network of stakeholders (Gray & Larson, 2006, p314)
اسلاید 79: 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 contribute to their personal goals and aspirations
اسلاید 80: Project managersnaturally compete with each other for resources and support top management. At the same time, they have to share the resources and exchange information.
اسلاید 81: Functional managersdepending upon how the project is organised can play minor or major role toward the project success, for example providing technical input etc.
اسلاید 82: 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 cost
اسلاید 83: Project sponsorschampion of the project and use their influence to gain approval of the project. Their reputation is tied to the success of the project
اسلاید 84: Customersdefine 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
اسلاید 85: Administrative groups such as human resources, information systems, purchasing agents, maintenance etc. provide valuable support service.
اسلاید 86: Government agenciesPlace constrains on project work. Permits need to be secured
اسلاید 87: Contractorsmay do the actual work with team members
اسلاید 88: Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
اسلاید 89: Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
اسلاید 90: TABLE 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 organizational 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 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.
اسلاید 91: TABLE 10.1 (cont’d)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.Relationship-related currenciesAcceptance Providing closeness and friendship.Personal support Giving personal 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.
اسلاید 92: Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
اسلاید 93: Mapping Dependencies for social networks
اسلاید 94: Project team perspectiveWhose cooperation will be needed?Whose agreement or approval will we need?Whose opposition would keep us from accomplishing the project?
اسلاید 95: Stakeholders’ perspectiveWhat 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?
اسلاید 96: Figure 10.2 Dependencies for financial software installation project (Gray & Larson, 2006, p320)
اسلاید 97: Characteristics of Effective Project Managersinitiate contact with key playersanticipate potential problemsprovide encouragementreinforce the objectives and vision of the projectintervene to resolve conflicts and prevent stalemates
اسلاید 98: 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
اسلاید 99: Managing Upward RelationsProject Success = Top Management Supportappropriate budgetsresponsiveness to unexpected needsa clear signal 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 members
اسلاید 100: Figure 10.3 The significance of a project sponsor (Gray & Larson, 2006, p324)
اسلاید 101: Leading by ExampleHighly visible, interactive management style which allows building and sustaining cooperative relationship and modeling project managers behavior
اسلاید 102: 6 aspects of leading by examplePrioritiesUrgencyproblem solvingstandards of performanceEthicsCo-operation
اسلاید 103: Figure 10.4 Leading by example (Gray & Larson, 2006, p326)
اسلاید 104: Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
اسلاید 105: Industry ethical guidelineswww.pmi.org
اسلاید 106: Ethical dilemmasSituations where it is difficult to determine whether conduct is right or wrong
اسلاید 107: lagging of cost and time estimationsfalsely assuring customers that everything is finebeing pressured to alter status reportsfalsifying cost accountscompromising safety standards to accelerate progressapproving poor work
اسلاید 108: Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
اسلاید 109: Contradictions of Project Management
اسلاید 110: Innovator!Maintain stability!Contradictions of Project Management
اسلاید 111: Innovator!Maintain stability!Individuals!Teamwork!Contradictions of Project Management
اسلاید 112: Innovator!Maintain stability!Individuals!Teamwork!Flexible!Determined!Contradictions of Project Management
اسلاید 113: Innovator!Maintain stability!Individuals!Teamwork!Flexible!Determined!Team loyalty!Organisational loyalty!Contradictions of Project Management
اسلاید 114: Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
اسلاید 115: Qualities of an Effective Project ManagerSystems thinkerPersonal integrityProactiveHigh tolerance for stressGeneral business perspectiveGood communicatorEffective time managementSkillful politicianOptimist
اسلاید 116: Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managers
اسلاید 117: Leaders:
اسلاید 118: ReferencesBartol, 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.
اسلاید 119: Next Week
اسلاید 120: http://flickr.com/photos/lumaxart/2137729430/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/trvr3307/127632207/sizes/sq/http://flickr.com/photos/imranchaudhry/2208102635/sizes/sq/http://flickr.com/photos/soldiersmediacenter/397708723/sizes/sq/http://flickr.com/photos/beija-flor/52292046/sizes/sq/http://flickr.com/photos/maniya/2731402919/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/gadl/366202554/sizes/sq/http://flickr.com/photos/cmbellman/2775956184/sizes/sq/in/photostream/
اسلاید 121: 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/
اسلاید 122: BetterProjects.netTitle page pic care of lumaxart & CC @ Flickrhttp://flickr.com/photos/lumaxart/2137729430/
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