Chapter 1 Role of the Project Manager/PMBOK Guide Overview

Leadership Styles

1) Laissez-faire - hands off and allows team to make their own decisions 2) Transactional - focuses on goals, feedback, and accomplishment to determine rewards 3) Servant Leader - commitment to serve and put other people first - focuses on other peoples growth, learning, development, and autonomy - leadership is secondary and emerges after service 4) Transformational - empowers followers through idolized attributes and behaviours 5) Charismatic - able to inspire and are enthusiastic about work 6) Interactional - combines transactional, transformational, and charismatic styles of leadership

Needs Analysis

involves consulting the executive and business leaders on ideas that advance strategic objectives, improve organizational performance, or meet customer needs

Project Integration Management

- Project Integration Management includes the activities used to combine, unify, and coordinate the various processes and project management activities during the project life cycle - work with project sponsor to understand strategic objectives of the portfolio, program, and business areas - responsible for guiding the team to focus on essentials of the project which is achieved by integrating processes, knowledge, and people

Sphere of Influence

- describes a field or area in which an individual has power to affect events - as a PM, you can fulfill numerous roles within your sphere of influence - these roles reflect your capabilities and are representative of the value and contributions of the project management profession - areas of influence in the project are the: 1) Organization - interacting with other project managers, the project sponsor, and all relevant managers - you will work to: a) demonstrate the value of project management b)advance the efficacy of the project management office 2)Industry - stay informed about industry trends such as product development, market niches, standards, tech, and economics that can impact a project 3)Professional Discipline - contribution of knowledge to others within the profession - participation in PM education 4) Across Disciplines - PM serves as an ambassador by educating the organization about the advantages of project management as it pertains to timeliness, quality, innovation, and resource management

Tailoring

- determining the right inputs, tools, techniques, and outputs for the project - necessary because each project is unique and you need to understand the environment for your project - may collaborate with the project team, sponsor, organizational management to tailor the project - tailoring should address the competing constraints of scope, schedule, cost, resources, quality, and risk - should also consider the varying levels of governance that may be required and the culture of the organization

PMBOK Guide

- it is a fundamental resource for effective project management in any industry - use the guide to build methodologies, policies, procedures, rules, tools, and techniques, and phases needed to practice PM - PMI's global standards provide guidelines, rules, and characteristics for project, program, and portfolio management - the standard and the PMBOK guide are based on descriptive practices, rather than prescriptive practices

Trends and Emerging Practices for PMBOK

- the project industry is constantly in flux, due to new technologies, policies or various other environmental factors - the PMBOK guide takes these into account for nearly all of the project management knowledge area, and describes how that specific knowledge area may be impacted by trends and emerging practices

Duties of PM

- work with stakeholders and determine the appropriate combination of processes, inputs, tools, techniques, outputs and life cycle phases to manage the project

Tools and Techniques

1) Data Gathering Techniques - collecting data 2) Data Analysis Techniques - organize, assess, and evaluate data 3) Data Representation Techniques - show graphic representations 4) Decision Making Techniques - select a course of action from different alternatives 5) Communication Skills - transfer information between stakeholders 6) Interpersonal and Team Skills - lead and interact with team members 7) Ungrouped Tools and Techniques - 60 ungrouped tools and techniques

Several Forms of Power that project managers use

1) Positional power: - being in a formal position, granted by the organization or team 2) Informational power: - having the control of gathering and distributing information 3) Personal or charismatic power: - using charm or attraction 4) Punitive or coercive power: - having the ability to invoke discipline or negative consequences 5) Pressure-based power: - limiting freedom of choice or movement for the purpose of gaining compliance 6) Guilt-based power - the imposition of obligation or sense of duty 7) Persuasive power: - the ability to provide arguments that move people to a desired course of action 8) Avoiding power: where one would refuse to participate The better you understand how the organizations politics works, the more likely you will be successful Power is used to recruit the right people to perform activities necessary to fulfill the projects goals

PMI Talent Triangle

1) Technical project management: - the knowledge, skills, and behaviours related to specific domains of project, program, and portfolio management - focus on the critical technical project management elements for each project you manage - your ability to tailor both traditional and agile tools, techniques, and methods for each project - make time to plan for the project thoroughly and prioritize diligently 2) Leadership: - knowledge, skills, and behaviours needed to guide, motivate, and direct a team to help an organization achieve its business goals - demonstrate critical thinking, problem solving - study peoples behaviours and motivations - be optimistic and collaborative, visionary - apply conflict management - giving credit when its due and taking feedback graciously - as a leader it is important to focus on the important things like prioritizing, remaining flexible, and finding important information 3) Strategic and business management: - involves the ability to see the high-level overview of the organization and implement actions that support strategic alignment - may include working knowledge of other functions such as finance, marketing, and operations - should be knowledgable enough to explain to others the essential business aspects of the project, work with key stakeholders to develop project delivery strategy, and maximize business value

Code of Ethics

1)Aspirational standards - describe the conduct that practitioners strive to uphold 2)Mandatory standards - establish firm requirements and, in some cases, limit or prohibit practitioner behaviour - the code values responsibility, respect, fairness, and honesty as its foundation - it is meant to install confidence in the project management profession

Personality

Each project, organization, and situation requires that the project manager emphasize different aspects of personality - authentic -courteous -creative -cultural -emotional -intellectual -managerial -political -service-oriented -social -systematic