PMP Chapter 3 - The Role of the Project Manager

(e.g., able to inspire, is high energy, enthusiastic, self-confident)

Charismatic

Uncertainty of emerging issues and lack of understanding or confusion

Complexity Defined as; - Ambiguity:

interplay between diverse individuals and groups

Complexity Defined as; - Human behavior:

Interdependencies of components and systems

Complexity Defined as; - System behavior:

Positional (aka formal, authoritative, legitimate) Informational Referent Situational Personal or charismatic Relational Expert Reward-oriented Punitive or coercive Ingratiating Pressure-based Guilt-based Persuasive Avoiding

Forms of power include but are not limited to:

works with the sponsor to address internal political and strategic issues that may impact the team or the viability or quality of the project. Depending on the org the ** may report to a functional manager.

Project managers

(e.g., demonstrates commitment to serve and puts other people first; focuses on other people's growth, learning, development, autonomy, and autonomy)

Servant leader

The leadership style a project manager uses may change over time based on factors in play:

-Leader characteristics (EX: attitudes, moods, needs, values, ethics) - Team member characteristics (EX: attitudes, moods, needs, values, ethics) -Organizational characteristics (EX: its purpose, structure, and type of work performed) -Environmental characteristics

Some of the most common leadership styles are:

1. Laissez-faire (e.g., allowing the team to make their ow decisions and establish their own goals; hands-off style) 2. Transactional (e.g., focus on goals, feedback, and accomplishment to determine rewards; management by exception) 3. Servant leader (e.g., demonstrates commitment to serve and puts other people first; focuses on other people's growth, learning, development, autonomy, and autonomy) 4. Transformational (e.g., empowering followers through idealized attributes and behaviors) 5. Charismatic (e.g., able to inspire, is high energy, enthusiastic, self-confident) 6. Interactional (e.g., a combination of transactional, transformational, and charismatic)

1. Working with the project sponsor to understand the strategic objectives and ensure alignment of the project objectives and results with those of the portfolio, program, and business areas 2. Guiding the team to work together to focus on what is really essential at the project level Example: Implementing approved change requests that impact scope, schedule, and/or budget can take place in process, cognitive, and context levels

A project manager performs two key integration roles:

(e.g., a combination of transactional, transformational, and charismatic)

Interactional

(e.g., allowing the team to make their ow decisions and establish their own goals; hands-off style)

Laissez-faire

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

Leadership

-Being a visionary -Manage relationships and conflict -Effectively communicate -Being respectful -Exhibiting integrity and cultural sensitivity -Being courageous, a problem solver, and decisive -Giving credit to others where due -Having a holistic and systemic view of the project -Apply critical thinking -Build effective teams -Be service-oriented EX: knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help am organization achieve its business goal

Leadership Skills

is more closely associated with directing another person to get from one point to another using a known set of expected behaviors.

Management

refers to the individual differences in characteristic patterns of thinking, feeling, and behaving. Effective project managers have some level of these personality traits: Authentic Courteous Creative Cultural Emotional Intellectual Managerial Political Service-oriented Social Systematic

Personality

-Explain to others the essential business aspects of the project -Work with the key stakeholders to develop appropriate project delivery strategy -Implement the agreed-upon strategy to maximize business value -EX: knowledge of expertise in the industry and organization that enhanced performance and better delivers business outcomes. -Work with the project sponsor, team, and subject matter experts to develop an appropriate project delivery strategy - the project manager should be continuously working with the project sponsor to keep the business and project strategies aligned.

Strategic and Business Management Skills

Focus on the critical technical project management elements of the project Tailor tools, techniques, and methods to the project. Plan thoroughly and prioritize diligently Manage project elements, including cost, resources, and risks. EX: knowledge, skills, and behaviors related to specific domains of projects, programs, and portfolios. The technical aspects of performing one's role

Technical Project Management Skills

A project manager needs to possess the following competencies to be effective:

Technical project management skills Leadership skills Strategic and business management skills

is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives and stakeholders expectations. Works to balance the competing constraints on the project with the resources available. is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives and stakeholders expectations. Works to balance the competing constraints on the project with the resources available.

The project manager

(e.g., focus on goals, feedback, and accomplishment to determine rewards; management by exception)

Transactional

(e.g., empowering followers through idealized attributes and behaviors)

Transformational

Positional Informational Referent Situational Personal or charismatic Relational - participating in networking, connections, and alliance Expert Reward-oriented Punitive or coercive - ability to invoke discipline or negative consequences Ingratiating - application of flattery or other common ground to win favor or cooperation Pressure-based - limit freedom of choice or movement for the purpose of gaining compliance to desired action Guilt-based - imposition of obligation or sense of duty Persuasive - ability to provide arguments that move people to a desired course of action Avoiding - refusing to participate

power

The interpersonal skills that a should possess to be effective include: Leadership Team building Motivation Communication Influencing Decision Making Political and cultural awareness Negotiation Trust building Conflict management Coaching

project manager