CAPM - Chapter 3 Role of a Project Manage

Process Level Integration Tasks:

1. Can take place Once - Initiation of project Charter 2. Can Happen Several times and Overlap - Impacts scope, schedule, budget, and requires change request. Main Task - Change Control

Characteristics of Complexity

1. Containing multiple parts 2. Possessing a number of connections between the parts 3. Exhibiting dynamic interactions between the parts 4. Exhibiting behavior produced as a result of those interactions that cannot be explained as the simple sum of the parts (e.g., emergent behavior).

Leadership Skills: 3 Areas

1. Dealing with People 2. Understanding Skills and Qualities of a Leader 3. Politics, Power and Getting things Done

Charismatic Leader

Able to inspire; is high-energy, enthusiastic, self-confident; holds strong convictions

Laissez-Faire Leader

Allowing the team to make their own decisions and establish their own goals, also referred to as taking a hands-off style

Form of Power: Positional

Also known as formal, authoritative, legitimate: -A formal position granted in the organization or team

Factors that Impact Project Decision:

Applying knowledge of thee areas allow Project Managers the ability to make appropriate decisions and recommendations for a project. 1. Risks and Issues 2. Financial Implications 3. Cost vs. Benefits Analysis (net present value, return on investment), 4. Business Value 5. Benefits Realization expectations and Strategies 6. Scope, Budget, Schedule, and Quality

Sphere of Influence: Discipline - Role of Project Manager

Continuing Knowledge transfer nd integration is essential for Project Managers.

Transformational Leader

Empowering followers through idealized attributes and behaviors, inspirational motivation, encouragement for innovation and creativity, and individual consideration

Examples of Technical Skills

Focus on Critical Technical Project Elements: -Critical Success Factors -Schedule -Selected Financial Reports -Issue Log Tailor both Traditional and Agile Tools, Techniques, and Methods for Each Project Make Time to Plan Thoroughly and Prioritize Diligently Manage Project Elements -Schedule -Cost -Resources -Risk

Transactional Leader

Focus on goals, feedback, and accomplishment to determine rewards; management by exception

Form of Power: Referent

Form of Power gained through: Respect or Admiration others hold for the individual, credibility gained

Form of Power: Situational

Form of power gained due to unique situations such as a specific crisis

Form of Power: Informational

Form of power gained through: Control of Gathering or Distribution

Form of Power: Persuasive

Form of power given through: The ability to provide arguments that move people to desired course of action

How long is a Project Manager Involved in a Project?

From its initiation through closing. Also involved in evaluation and analysis activities prior to project initiation.

3 Project Manager Skills: Technical Project Management

Having the knowledge, skills, and behaviors related to specific domains of the project, program, and portfolio management. Skills to effectively apply project management knowledge to deliver the desired outcomes form programs or projects.

Form of Power: Guilt-Based

Imposition of obligation or sense of duty

3 Project Manager Skills: Leadership

The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its business goals. Involves the ability to guide, motivate, and direct a team. General Skills: Negotiation, Resilience, Communication, Problem Solving, Critical Thinking, Interpersonal Relationships.

How to Manage Relationships and Conflict:

-Building Trust, -Satisfying concerns, -Seeking Consensus, -Balancing competing and opposing goals, -Applying persuasions, negotiation, compromise, and -conflict resolution skills, -Developing and nurturing personal and professional networks, -Taking a long-term view that relationships are just as important as the project, -continually developing and applying political acumen.

Project Manager Activities

-Consulting with executive and business unit leaders on ideas for advancing strategic objectives. -Improving Organizational Performance -Meeting Customer Needs Also In Some Organizations: -Manage or Assist in Business Analysis -Business Case Development -Aspects of Portfolio Management for a Project -Follow-on Activities related to realizing business benefits from the project

The Ability to communicate between the project sponsor, team members, and other stakeholders can be applied to different aspects of project:

-Developing finely tuned skills using multiple methods -Creating, Maintaining, and Adhering to Communications plans and schedules -Communicating predictably and consistent -Understanding needs of stakeholders -Relaying Positive and Negative News -Incorporating Feedback Channels -Improving Relationship skills between formal and informal networks.

Characteristics of Management

-Direct using positional power -Maintain -Administrate -Focus on Systems and Structure -Rely on control -Focus on near-term goals -Ask how and when -Focus on bottom line -Accept status quo -Do things right -Focus on Operational Issues and Problem Solving

Characteristics of Leadership

-Guide, Influence, and collaborate using relational power -Develop -Innovate -Focus on Relationships with people -Inspire Trust -Focus on long-rang vision -Ask what and why -Focus on the Horizon -Challenge the Status Quo -Do the right things -Focus on vision, alignment, motivation, and inspiration

Types of Industry Trends to be aware of

-Product and New Tech Development -New and Changing Market Niches -Standards: Project Management, Quality Management -Technical Support Tools -Economic forces that impact Immediate Project -Influences Affecting Project Management Discipline -Immerging Process Improvements and Sustainability Strategies

Leader Personality Traits (11)

1. Authentic 2. Courteous 3. Creative 4. Cultural Awareness 5. Emotional Intelligence 6. Intellectual 7. Managerial Potential 8. Political Intelligence 9. Service-oriented 10. Social/ Interpersonal 11. Systemic (e.g., drive to understand and build systems).

4 Influences on Management Style:

1. Leader Characteristics: attitudes, needs, values, ethics 2. Team Member Characteristics; (same as leader) 3. Organizational Characteristics; purpose, structure 4. Environmental Characteristics; social situation, economic state, political elements

14 Forms of Power

1. Positional 2. Informational 3. Referent 4. Situational 5. Personal or Charismatic 6. Relational 7. Expert 8. Reward-Oriented 9. Punitive or Coercive 10. Ingratiating 11. Pressure-Based 12. Guilt Based 13. Persuasive 14.Avoiding

Project Management Role: Integration - Two Roles

1. Project managers play a key role in working with the project sponsor to understand the strategic objectives and ensure the alignment of the project objectives and results with those of the portfolio, program, and business areas. In this way, project managers contribute to the integration and execution of the strategy. 2. Project managers are responsible for guiding the team to work together to focus on what is really essential at the project level. This is achieved through the integration of processes, knowledge, and people.

How to Demonstrate Good Communication:

1. Spend sufficient time communicating: Project Managers spend 90% of their time is communicating 2. Manage Expectations 3. Accept Feedback Graciously 4. Give Feedback constructively 5. Asking and Listening

Knowledge to Be Applied to Project to Ensure Alignment:

1. Strategy 2. Mission 3. Goals and Objectives 4. Priority 5. Tactics 6. Products and Services

Minimum Knowledge Expectation of Project Manager: 7 Areas

1. Strategy 2. Mission 3. Goals and Objectives 4. Products and Services 5. Operations; location, type, technology 6. The market and market conditions (customers, state of the market, time-to-market factors) 7. Competition

Three Dimensions of complexity in Integration:

1. System Behavior 2. Human Behavior 3. Ambiguity

Project Manager Sphere of Influences:

1. The Project 2. The Organization 3. The Industry 4. Discipline - Internal

Skills and Qualities of a Leader (13)

1. Visionary - describe products, goals, and objectives of project. Dream and Translate other's dreams 2. Optimistic and Positive 3. Collaborative 4. Managing Relationship and Conflicts by: 5. Communicating 6. Being Respectful, courteous, friendly, kind, honest, trustworthy, loyal and ethical 7. Exhibiting integrity and being culturally sensitive courageous, problem solver, and decisive 8. Giving Credit when due 9.Result Oriented and Action Oriented Life Long Learner 10. Having Holistic and Systemic view of Project - Take into consideration internal and external factors 11. Apply Critical Thinking and identify as an Agent of Change 12.Build Effective Teams 13. Focus on Important Things: Prioritize Work, Understand how Team Prioritizes Work, Differentiate High-level strategic priorities, maintain vigilance on primary project constraints, shift through large quantities of info and understand the important aspects.

Interactional Leader

A combination of transactional, transformational, and charismatic.

Continuing Development for Project Management Allows a Manager to:

Contribute knowledge and expertise to others within a profession - locally, nationally, and globally. knowledge seeks to convey the advantages of project management for timeliness, quality, innovation, and resource management. Participate in Training, Continuing Education, and Development -In Project Management, Related Professions, and Other Professions.

How Top 2% Managers Distinguish themselves

Demonstrate superior relationship and communication skills while displaying a positive attitude.

Servant Leader

Demonstrates commitment to serve and put other people first; focuses on other people's growth, learning, development, autonomy, and well-being; concentrates on relationships, community and collaboration; leadership is secondary and emerges after service

Management Definition

Directing another person to get form one point to another using known set of expected behaviors

Formal Networks

Organizational Reporting Structures - appear in development of networks during project management

Cognitive Level Integration Tasks:

In this Integration Task, Project Managers should Having a key understanding of the 9 Knowledge Levels

Sphere of Influence: Industry - Role of Project Manager

In this sphere, the project manager stays informed about current industry trends in order to understand how these trends may impact or apply to current projects.

Informal Networks

Include the use of established relationships with individuals such as subject matter experts and influential leaders.

6 Leadership Styles

Laissez-faire Transactional Servant leader Transformational Charismatic Interactional

Sphere of Influence: Project - Role of Project Manager

Leads the project team to meet the projects objectives and stakeholders expectations Performs communication roles between the project sponsor, team members, and other stakeholders.

Form of Power: Pressure Based

Limit freedom of choice or movement for th epurpose of gaining compliance to desired action

Leadership vs. Management: Definition

Management: Directing another person to get form one point to another using known set of expected behaviors Leadership: Working with others through discussion or debate in order to guide them from one point to another.

Which 3 Levels Does Integration Take Place:

Process Level, Cognitive, and Context Levels

Consensus (Context of Project Management)

Relevant Stakeholders support the project decisions and actions even when there is not 100% agreement.

Operations Manager

Responsible for ensuring that business operations are efficient

Three Main Skills of Project Manager

Technical Project Management Leadership Strategic Business Agreement

Domain Knowledge: Business Knowledge

The Ability to Explain/Understand: -Working Knowledge of other functions such as finance, marketing and operations. -Developing and Applying pertinent product and industry expertise -Explain to others the essential business aspect of a project -Work with the Project Sponsor, team, and subject matter experts to develop an appropriate project delivery strategy -Implement that Strategy to maximize business value

Project Manager

The Individual assigned by the performing organization to lead the team that is responsible for achieve project objectives.

3 Project Manager Skills: Strategic and Business Management

The knowledge of and expertise in the industry and organization that enhanced performance and better delivers business outcomes. Involve the ability to see the high-level overview of the organization and effectively negotiate and implement decisions and actions that support strategic alignment and innovation.

Integration Complexity: Human Behavior

This Complexity Explains: The interplay between diverse individuals and groups

Integration Complexity: Ambiguity

This Complexity Explains: Uncertainty of emerging issues and lack of understanding or confusion

Integration Complexity: System Behavior

This complexity explains: The interdependencies of components and systems

Form of Power: Ingratiating

This form of power is gained through the: Application of Flattery or other common ground to win favor or cooperation

Form of Power: Expert

This form of power is gained through: Skill, Information possessed; experience, training, education, certification

Form of Power: Punitive or Coercive

This form of power provides: Ability to Invoke Discipline or Negative Consequences

Work Politics

This involves influence, negotiation, autonomy, and power. Understanding how an organization works. A project manager's action is a result of selecting the right kind of power to influence and negotiate with others.

Dealing with People

This is a large part of the project manager's role. It is essential to study peoples behaviors AND motivations!

From of Power: Reward-Oriented

This type of power allows one the: Ability to Give Praise, Monetary, or other desired Items

Context Level Integration Tasks:

Understanding new technologies; such as social networks, multicultural aspects, virtual teams, and new values are part of the new reality of projects. New forms of context/environment impact communications planning and knowledge management for guiding project teams.

Leadership Definition

Working with others through discussion or debate in order to guide them from one point to another.

Functional Manager

focuses on providing management oversight for a functional or business unit