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LEADERSHIPIn

Project Management

A Training Course by PMT NZ Ltd

PMT LTD. NZ

This Course is provided byProject Management Training

(PMT Ltd. NZ)

For customized quality solutions, contactPMT NZ General Office, (ph +64 09 921 1234 )

PB 92006 Auckland 1020 ,NZ

• If you are interested in leadership and how it affects you and your project.• If you plan to lead a project or are already in a leadership position.• If you are interested in developing yourself to meet the challenges you will confront in a project management role… then

Effective Leadership will make these things possible, and you should attend this course

Who should attend this course?

LEADERSHIP IN PROJECT MANAGEMENT

Concept and Definition

Impact of Leadership on Projects

Leaders vs. ManagersEffective Project Management

Skills

In this course …

Leadership is the ability to get things done through others.

.. focusing the efforts of a group of people toward a common goal and enabling them to work as a team.

Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to

realize your own leadership potential.

The PMBOK Guide ®:

Warren Bennis :

CONCEPT AND DEFINITION

There are two types of leaders:

1.Transactional Leaders "guide or motivate their followers in the direction of established goals by clarifying role and task requirements“

2.Transformational Leaders "inspire followers to transcend their own self-interests for the good of the organization, and who are capable of having a profound and extraordinary effect on his or her followers”

CONCEPT AND DEFINITION

CONCEPT AND DEFINITIONMajor Project Leadership Skills

Effective Project

Leadership

Communicating

Influencing

VisioningDecision making

and problem solving

Strategizing Team Building

Empowering

May well under-perform, May miss strategic opportunities, Stifle innovation, Underutilize team members, Fall short of its project goals, quality,

performance and productivity

Impact of Leadership on Projects

A project without positive leadership :

Stakeholders and investors in particular recognize the importance of business

leadership when they say that a “good leader can make a

success of a weak business plan, but that a poor leader

can ruin even the best plan.”

IMPACT OF LEADERSHIP ON PROJECTS

© 2005 D. Quinn Mills – The Importance of Leadership

Basic ingredients of Positive Leadership.

This web of relationships with stakeholders and interested parties requires exceptional management skills to:- Communicate - Organize - Build trust

IMPACT OF LEADERSHIP ON PROJECTSPM’s role is one of the most challenging jobs in any organization, because it requires broad understanding of the various areas that

must be coordinated and requires strong interpersonal skills.

Projectmanager

Team

Project Team

Project

Functionalmanagers

Administrativesupport

Projectmanagers

Projectsponsors

Topmanagement

Customers

Otherorganizations

Governmentagencies

Contractors

IMPACT OF LEADERSHIP ON PROJECTS

• Accepting a position as a project manager also means accepting the responsibilities of a leader.• Authority doesn’t equal influence.• Being an effective Project Manager involves managing a much more complex and expansive set of interfaces with different groups of stakeholders.

the Project Managerorganizes, communicates,

inspires and leads the project community

project community and stakeholders

LEADERS VS. MANAGERS

• Vision• Selling what and why• Longer range• People and human nature• Democracy• Enabling• Developing• Challenging• Originating• Innovating• Directing• Policy• Flexibility• Horizon

• Goals and objectives• Telling how and when• Shorter range• System, resources and structure• Autocracy• Restraining• Maintaining• Conforming• Imitating• Administrating• Controlling• Procedures• Consistency• Bottom line

Managers focus on Leaders focus on

Managers do things right, Leaders do the right things.

Management is science, leadership is art, They are two different talents.

Managers deal with their team as resources, leaders deal with their people as humans.

Managers have subordinates, leaders have followers.

LEADERS VS. MANAGERS

Not every manager is a leader, and not every leader is a manager.

Leaders Managers

Leadership is art, Management is science

Project Manager

s

LEADERS VS. MANAGERS

Example of a manager and a leader

Kung Fu Panda – the movie

Master Oog Way - leader with a vision

Master Shifu -manager with a plan

LEADERS VS. MANAGERS

Skills needed in the arsenal of effective managers:

• System Thinker – look at the whole picture!• Personal Integrity – be what you preach!• Proactive – don’t dictate actions, do them!• High Emotional Intelligence – command your emotions, watch out others’!• General Business Perspective – understand the system!• Effective Time Management – time is money not to be wasted!• Skilful Politicians – win the hearts and minds!• Optimist – stay positive and keep it sunny!

EFFECTIVE MANAGEMENT

Leadership During Project Crises

Remain visible to your team. Show confidence in yourself. Provide guidance and support. Stay “cool”. Tell the truth. Keep the team focused on mission critical issues and projects. Remain enthusiastic about the organization.

EFFECTIVE MANAGEMENT

Leadership and Project LifecycleEffective leadership skills must be used as needed over the project lifecycle(1) Project Initiation and ScopeBe a servant leader. The project manager is often asked to explore what is possible and to define a high level plan with an indication of project costs. This is very much about making a contribution by meeting others' needs and removing their barriers.

EFFECTIVE MANAGEMENT

(2) Project PlanningTake ownership and a task orientation towards project planning. Engage key stakeholders in a democratic, participative style. Identify the right people for the right role. Bureaucratically establish the project control mechanisms and the standards for the project team

Leadership and Project Lifecycle - cont

(3) Requirements and AnalysisManage effective meetings and focus on people-orientation to ensure that awareness, engagement and positive support is built with a wider set of stakeholders. Consult with others as needed for decision-making using autocratic or democratic approaches as needed. Understand the impact of changes and lead by example with a clear view of the transformation required and engage people with that vision.

EFFECTIVE MANAGEMENT

(4) Build, Test, Delivery and ClosureFocus on task-orientation and leaving the project team to get things done. Ensure that multiple tasks, priorities and risks are effectively managed and clearly communicated. Take a bureaucratic approach to preparation for testing, deployment and closure, doing each stage properly -- producing the appropriate deliverables at the desired level of quality.

Phase Major Attributes/Emphases

Leadership Style/Blend

Feasibility Study(Pre-formulation)

•  Sense of vision•  "Big Picture" (conceptual) •  Analysis

•  Visionary•  Creates future•  Empowerment•  Expansive

Conceptual(Formulation)

•  Listening•  Analysis•  Alignment

•  Analytical•  Listener•  Change master•  Convergence

Development •  Participative/Acceptance    and commitment•  Cooperative

•  Team builder•  Power and influence•  Integrator

Execution •  Re-alignment •  Decision maker•  Balances work and fun•  Trustworthiness•  Team and synergy

Finishing •  Transfer of product and information

•  Administrator•  Closure

EFFECTIVE MANAGEMENTLeadership Style in Project Lifecycle

LEADERSHIP IN PROJECT MANAGEMENT

References Gray, Clifford F. & Larson, Erik W. (2008). Project Management. McGraw-HillThe PMBOK ® Guide, 4th Edition (2008). Newtown Square, Pennsylvania: Project Management Institute Robbins, S.P. (2001). Organizational Behaviour (9th ed.). Upper Saddle River, New Jersey: Prentice Hall.• Melymuka, K. (2000). Computerworld, Retrieved January 11th, 2010, from http://www.computerworld.com • Frank P. Saladis. (2009). Project Management Digest. Retrieved January 12th, 2010, from http://www.totaltechnologyconsultants.org/newsletter/NewsletterApril2009.pdf • D. Quinn Mills. (2005). The Importance of Leadership. Retrieved January 13th, 2010, from http://www.mindedgepress.com/PDFs/htlhtl.pdf • R. Max Wideman. (1995). Project Management and Education for the 21st Century. Retrieved January 19th, 2010. from http://www.maxwideman.com/papers/century21/leadership.htm • Roger Lever. (2009). Develop Effective Leadership Skill For Managers. Retrieved January 18th, 2010. from http://businessmanagement.suite101.com/article.cfm/develop_effective_leadership_skills_for_managers