CE142-Construction Methods & Project Management

ORGANIZING AND
LEADING THE
CONSTRUCTION PROJECT

LEADERSHIP IN
CONSTRUCTION
PROJECT

LEADERSHIP
Leadership is at the core of the construction
managerial profession. Because most
projects are in a constant state of flux and
tend to move from one crisis to another,
project success is dependent on the
leadership of the construction manager.

LEADERSHIP
Specifically leaders do the following:
Leaders create cooperation
Leaders create vision
Leaders give structure
Leaders set the example
Leaders grow other leaders
Leaders establish and maintain
organizational systems

Ten core leadership capabilities

Setting direction and focusing energy

Setting a good example

Communicating effectively
Aligning people in emotional terms
Developing people and bringing out the best in
them
Developing self awareness
Encouraging appropriate change
Delivering results in appropriate timescales
Staying calm in times of crisis
Creating structure out of chaos.

Management Styles
Subordinate-Centred Leadership

Boss-Centred Leadership
Use of Authority
by the Manager

Manager
Makes
decision and
announces it

Area of Freedom
for Subordinates

Manager
Presents
Ideas and
Invites
questions
Manager
Sells
decision

Manager
presents
tentative
decision
subject to
change

Manager
presents
problem, gets
suggestions,
makes
decision

Manager
permits
Subordinates
to function
within limits
defined by
superior
Manager
defines
limits, asks
group to
make
decision

Characteristics of a Good Project Managers

See Systems Context
and strategic context
of the project
Have a Vision

Promote Empowerment
Take Risks and
show Courage

Interpersonal Skills
Tenacity
Make work appear
enjoyable

Ability to Motivate
Communication Skills

Ability to keep abreast

of all project-related
developments

Mentoring and Guidance

ability

Knowledge and
Competency

Ability to inspire Trust and

Confidence

The Many Hats of a Project Manager

Strategist

Diplomat

Visionary

Counsellor

Recruiter

Coach

Designer

Expeditor

Negotiator

Mentor

Decision-Maker

Integrator

Influencor

Conflict Manager

The Leader
Innovates
Is an original
Develops
Focuses on people
Inspires Trust
Long Range View
Asks what and why.

The Manager
Administers
Is a copy
Maintains
Focuses on systems
Relies on control
Short range view
Asks how and when.

The Leader
Eye on the horizon
Originates
Challenges the
status quo
Obeys and thinks
Does the right things
Learns.

The Manager
Eye on the bottom line
Imitates
Accepts the status quo
Obeys orders without
question
Does things right
Is trained.
Warren Bennis on Becoming a leader Arrow Books 1998

Project Teams and Teamwork

Teambuilding The process of taking a collection of individuals with
different backgrounds, needs, competencies, skills and experience
and transforming them into an integrated and effective work unit
Todays project environments are often characterized by enormous
complexity,
dynamism,
multinationalism,
technological
sophisticatedness, cost-intensiveness and risk and uncertainty.
Project teams, in which considerations of flexibility, multidisciplinary,
innovativeness and a high level of individual commitment and
motivation are accorded high value, are an appropriate way to deal
with such environments

Charachteristics of High-Performing Teams

High Response Rate

Membership
Self-Development

Conflict Management

Innovative Behaviour
Risk-Sharing

Self-Directed
Change-Oriented

High Morale and Team Spirit

Innovative
High-Quality
On-Budget
On-Time

Effective Communications
Effective Cross-Functional
Interfaces & Alliances

Enjoy Work
High Need for
Achievements

Committed

Miminal Reliance
On Procedures

Quality-Oriented

Factors Which Determine Project Team

Performance
(A) Work & Team Structure

Team participates in project definition and work

plans evolve dynamically
Team structure and responsibilities evolve and
change as needed
Broad information sharing
Team leadership evolves on the basis of expertise,
trust and respect
Minimal dependence on bureaucracy, procedures
and politics

Factors Which Determine Project Team

Performance
(B) Communication & Control

Effective cross-functional channels and linkages

Ability to seek out and process information
Effective group decision-making and consensus
Clear sense of purpose and direction
Self-Control, accountability and ownership
Control is stimulated by visibility, recognition,
accomplishments, autonomy

Factors Which Determine Project

Team Performance
(C) Team Leadership

Minimal hierarchy in member status and position

Internal team leadership based on situational
expertise, trust and need
Clear management goals, direction and support
Inspires and encourages

Factors Which Determine Project Team

Performance
(D) Attitudes & Values

Members are committed to established objectives and

plans
Shared goals, values and project ownership
High involvement, energy, work interest, need for
achievement and pride, self-motivated
Capacity for conflict resolution and resource-sharing
Team building and self-development
Risk-sharing,mutual trust and support

Factors Which Determine Project Team

Performance
Innovative behaviour
Flexibility and willingness to change
High morale and team spirit
High commitment to established project goals
Continuous improvement of work process,
efficiency and quality
Ability to stretch beyond agreed-on principles

Model for Analyzing Team

Performance
External
Business
Environment

Internal
Organizational
Environment

Drivers
Team
Characteristics
and
Team
Performance

Managerial
Leadership

Barriers
Internal
Organizational
Environment

Project Team Performance

The Drivers
Clear project plans and objectives
Good interpersonal relations and shared values
Good project leadership and credibility
Professional growth potential

Professionally interesting and stimulating work

Project visibility and high priority
Proper technical direction and team leadership

Qualified, competent team personnel

Recognition of sense of accomplishment
Management involvement and support

Project Team Performance The

Barriers
Communication problems
Conflict among team members or between team
and support organizations
Different outlooks, objectives and priorities
perceived by team members
Poor qualification of team or project leader
Poor trust, respect and credibility of team leader
Insufficient resources
Insufficient rewards

Project Team Performance The

Barriers
Lack of project challenge and interest
Lack of senior management support, interest and
involvement
Lack of team definition, role conflict and confusion
Lack of team member commitment
Poor project team / personnel selection
Shifting goals and priorities
Unclear team leadership and power struggle
Unstable project environment, poor job security and
anxieties

Effective Team Management

Some Recommendations
Negotiate the work assignment
Communicate organizational goals and
objectives
Plan the project effectively
Staff and organize the project team
Define the project organization, interfaces and
reporting relations
Build a high-performance image
Define work process and team structure
Build enthusiasm and excitement
Ensure senior management support

Effective Team Management

Some Recommendations
Define effective communication channels and
methods
Build commitment
Conduct team-building sessions
Ensure project leadership
Create proper rewards systems
Manage conflict and problems
Ensure personal drive and involvement

ANNOUNCEMENT
PRELIMINARY COURSE ASSESSMENT
THURSDAY (OCTOBER 13,2016)
SHORT BOOKLET
STUDENT NUMBER ONLY