BUS 361 - Chapter 4

Characteristics of a project champion

- champions will operate without the officially sanctioned approval of their organizations; unafraid of disapproval - have true entrepreneurial talent for recognizing value in innovative ideas or products; they see things a typical organizational member does not - risk takers

Purposes of meetings

- define the project and major team players - provide an opportunity to revise, update, and add to all participant's knowledge base including facts, perceptions, experience, judgment, and other information pertinent to the project - assist team members in understanding how their individual efforts fit into the overall whole of the project, how they can each contribute to the project success - they help all stakeholders increase their commitment to the project through participation in the management process - provide collective opportunity to discuss the project and decide on individual work assignments -provide visibility for the PM's role in managing the project

characteristics of a leader

- do the right thing - develop new processes - innovate - originate - earn that position - command respect - focus on people - inspire trust - focus on potential - have long-term goals

characteristics of a manager

- do things right - maintain status quo - administer - imitate - state their position - demand respect - focus on systems - strive for control - focus on the bottom line - have a short-term view

Characteristics of a good PM

- leads by example - visionary - technically competent - decisive - a good communicator - a good motivator - stands up to top management when necessary - supports team members - encourage new ideas

partnership between project manager and the team

1) exchange of purpose partnerships require that every worker be responsible for defining the project's visions and goals. the widely shared vision between the PM and their team members must exist 2) A right to say no all members of the team must feel like they have the ability to disagree and to offer contrary positions 3) Joint accountability each member of the team is responsible for project's outcomes and current situation 4) Absolute honesty partnerships demand authenticity.

True/False Effective PM doesn't have to be good communicators as long as they can finish the job.

False. Effective project managers must be good communicators

True/False Leadership only involve influencing behaviours of others in pursuit of a personal goal.

False. Leadership involves inspiring, motivating, influencing, and changing behaviours of others in pursuit of a common goal.

True/False strong project leaders doesn't have to work will with their team.

False. Strong porject leaders work well with and through their project team

True/ False Leaders supports the status quo

False. Leaders embrace change; managers support the status quo

True/False project leaders must possess the flexibility to respond to uncertain or ambiguous situations with a minimum of stress

True.

True/False project management is first and foremost a people management challenge

True.

True/False Meetings are a key method fo communicating

True. It is also key in collectivizing, the contributions of individual team members, developing a sense of unity and esprit de corps, & keeping all important project stakeholders up-to-date concerning the project status

True/False good project leaders are skilled at various influence tactics.

True. Like negotiation, communications, etc.

True/False Leadership is the most important characteristics in successful project management

True. The impact of good leadership is felt within the team and has an effect on other functional managers and important project stakeholders.

True/False "If they know nothing of what you're doing, they assume you're doing nothing"

True. We must take serious steps to identify relevant stakeholders and establish and maintain communications with them, not sporadically but continually, throughout the project's development.

True/False Leaders aim for effectiveness

True. Managers, however, aim for efficiency.

project resources

all personnel and material resources necessary to successfully accomplish project objectives

Project champions (otherwise known as project sponsors)

an individual who identifies with a new development, using all the weapons at his/her command, against the funded resistance of the organization. He/she functions as an entrepreneur within the organization

group maintenance behaviour

consists of supportive activities, including showing trust and confidence, acting friendly and supportive, working with subordinates to understand their problems, and recognizing their accomplishments. group maintenance behaviour increases cohesiveness, trust, and commitment. It also satisfies all members' needs for recognition and acceptance

Motivation

driven to achieve their maximum potential and recognize that in order to be successful, they must also work with members of the project team to generate the maximum performance from each of them

task-oriented behaviour

emphasize behaviours that contribute to completing project assignments, planning, and scheduling activities and resources, and providing the necessary support and technical assistance. task-oriented behaviour gets the job done.

self-awareness

having a deep understanding of one's own strengths and weaknesses, ego needs, drives, and motives. I'm capable of interacting better with others because I understand how my feelings and attitudes are affecting my behaviour

emotional intelligence

leaders' ability to understand that effective leadership is part of the emotional and relational transaction between subordinates and themselves. there are 5 elements to characterize EI: 1) self awareness 2) self regulation 3) motivation 4) empathy 5) social skill

difference between manager and leadership

leadership is less about administration and more about interpersonal relationships. leadership involves inspiring, motivating, influencing and change behaviors of others in pursuit of a common goal

social skill

refers to a person's ability to manage relationship with other. It's friendliness with a purpose

leadership

the ability to inspire confidence and support among the people who are needed to achieve organizational goals

empathy

the ability to recognize the differences in each of their subordinates, make allowances for those differences, and treat each team member in a manner that is designed to gain the maximum commitment from that person; it also refers to the willingness to consider other team members' feelings in the process of making an informed decision

self-regulation

the willingness to keep yourself under control; the ability to reflect on events, respond to them after careful consideration, and avoid the mistake of indulging impulsive behaviour