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Chapter 2

Role of a Project Manager

Pinto Chap4
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Leadership
The The ability to inspire confidence and support among the people who are needed to achieve organizational goals. Project j management g is leader intensive!

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Leaders Vs. Managers


Managers g have official titles in an organization g Leaders focus on interpersonal relationships rather than administration

Important differences exist between the two on:

Creation of purpose Network development Execution

Outcomes Focus Time-frame

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Partnership between project manager and the team


1- Exchange g of p purpose p :every y member is responsible p for defining the projects vision &goals 2- A right to Say No: every member has the ability to di disagree .L Loosing i arguments t i is acceptable t bl , l loosing i th the right to disagree in not 3- Joint accountability: Every member is responsible for the 3 projects outcome and the current situation 4- Absolute Honesty : all information , good and bad should b become community it i information f ti

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Differences between Managers and Leaders

Successful Project Managers are successful Project leaders

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How the Project Manager Leads


Project managers function as mini mini-CEOs CEOs and manage both hard technical details and soft people issues. Project j managers: g acquire project resources ot ate a and d bu build d tea teams s motivate have a vision and fight fires communicate
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Acquiring Resources
Many Project are under funded in the concept stage for a variety of reasons: vague goals Lack of top management sponsor requirements understated insufficient ins fficient funds f nds distrust between top management and project manager
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Motivating and building Teams


Mold a diverse group of functional experts into a collaborative team Motivation comes from within each of us , it can not be stimulated solely by an external presence Vital Elements in the PM job description :
Ability to recognize talent Recruit it Begin to mold a team of collaborative workers Apply the necessary motivational techniques
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Having a vision and fighting Fires


PM should be comfortable with both technical and behavioral problems PM should be a strategic g visionary y and a day y to day firefighter The balance between focusing on dealing with the daily challenges and keeping an eye on the overall picture and the goals of the project represents a key boundary for Successful PM
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Communication
It is critical for a project manager to maintain strong contact with all stakeholders One of the most critical means by which PM can communicate is through their ability to run productive meetings with the stakeholders that serve to:

Define the p project j and major j team p players y Provide an opportunity to revise , update and add all necessary
info Assist team members to align their effort towards the project success Increase the stakeholders commitment through participation in the management process Provide a collective opportunity to discuss the project 4-10 Provide visibility for the PM role in managing the project

Task & group maintenance behaviors for Project meetings

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Characteristics of PM who lead

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Stakeholder Management
Stakeholders are all individuals or groups who have an active ti stake t k in i th the project j t and d can potentially t ti ll i impact, t either positively or negatively, its development. Sets of project stakeholders include: Internal Stakeholders
Top management Accountant Oth functional Other f ti l managers Project team members

External Stakeholders
Clients Competitors S Suppliers li Environmental, political, consumer, and other i t intervenor groups
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Project Stakeholder Relationships


Parent Organization Other Functional Managers External Environment

Project Clients Manager

Top Management

Project Accountant Team ea


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Traits of Effective Project Leaders


A number of studies on effective project leadership reveal these common themes:
Effective communication skills : with different stakeholders Flexibility to deal with ambiguity and changing situations with minimum stress Work well with and through their project team Skilled at various influence tactics

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Leading & Time Orientation

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What are Project Champions?


Champions do not consistently occupy the same positions within the organization( senior managers often serve as champions)

Champions can be: creative originators entrepreneurs godfathers df th or sponsors project managers
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Champion Roles

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Creating Project Champions


9 Identify and encourage their emergence 9 Encourage and reward risk takers 9 Remember the emotional connection of the champions to their projects 9 Free champions from traditional management

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The New Project Leadership


Four competencies determine a project leaders success: 1. Understanding and practicing the power of appreciation 2. Reminding people whats important 3. Generating and sustaining trust 4. Aligning with the followers

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Project Management Professionalism


o

Project work is becoming the standard for


many organizations

o There is a critical need to upgrade of f current t project j t workers k

the skills

o Project managers and support personnel need

dedicated career paths


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Creating Project Managers


Match personalities with project work Formalize commitment to project work with training programs Develop a unique reward system for project management that differentiates it from normal f functional ti l reward d schedules h d l Identify y a distinct career p path for p project j professionals
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