Capstone - Chapter 3 - PMBOK

Complexity as a characteristic of a project is defined as:

1. Containing multiple parts 2. Processing a number of connections between parts 3. Exhibiting dynamic interactions between parts 4. Exhibiting behavior produced as a result of those interactions that cannot be explained as the simple sum of the parts

4 Reasons other Projects may impact your Project

1. Demands on Same Resources 2. Priorities of funding 3. Receipt or distribution of deliverables 4. Alignment of project goals and objectives with those of the organization

3 things Project manager works to do:

1. Demonstrate the value of project management 2. Increase Acceptance of project management in the organization 3. Advance the efficacy of the PMO when one exists within the organization

Project managers should be knowledgeable enough about the business to be able to:

1. Explain to others essential business aspects of the project 2. Work with the project sponsor, team, and subject matter experts to develop an appropriate strategy 3. implement that strategy in a way that maximizes the business value of the project

Functional Manager

Focused on providing management oversight for a functional or business unit

Personality Traits

- Authentic - Courteous - Creative - Cultural - Emotional - Intellectual - Managerial - Political - Service-Oriented - Social - Systemic

The project manager should apply the following knowledge and info about the organization to the project to ensure alignment:

-Strategy, -Mission - Goals and objectives - Priority - Tactics - Products or services (e.g., deliverables).

Leadership Styles

1. Laissez-faire: allowing the team to make their own decisions and establish their own goals, also referred to as taking a hands-off style 2. Transactional: focus on goals, feedback, and accomplishment to determine rewards; management by exception 3. 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 4. Transformational: empowering followers through idealized attributes and behaviors, inspirational motivation, encouragement for innovation and creativity, and individual consideration 5. Charismatic: able to inspire; is high-energy, enthusiastic, self-confident; holds strong conviction 6. Interactional: a combination of transactional, transformational, and charismatic

4 Factors to Consider for Leadership Style

1. Leader Characteristics 2. Team member characteristics 3. Organizational Characteristics 4. Environmental Characteristics

Leadership Skills Include:

1. Negotiation 2. Resilience 3. Communication 4. Problem Solving 5. Critical Thinking 6. Interpersonal skills

Roles of Project Manager

1. Play key role in working with project sponsor to understand strategic objectives and ensure the alignment of the project objectives and results with those of the portfolio, program, and business areas. 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

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 - flattery 11. Pressure-based 12. Guilt-based 13. Persuasive 14. Avoiding

3 Different levels that Integration takes place:

1. Process Level 2. Cognitive Level 3. Context Level

3 Dimensions of Complexity

1. System Behavior - Interdependencies of components and systems 2. Human Behavior - Interplay between diverse individuals and groups 3. Ambiguity - Uncertainty of emerging issues and lack of understanding or confusion

PMI Talent Triangle

1. Technical Project management - related to specific domain of the project 2. Leadership: The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its business goals. 3. Strategic and business management: The knowledge of and expertise in the industry and organization that enhanced performance and better delivers business outcomes. - To be most effective, PMs need to have a balance of these 3 skill sets

Qualities of a Leader

1. Visionary 2. Optimistic and Positive 3. Collaborative 4. Managing Relationships and conflict 5. Communicating 6. Respectful 7. Integrity 8. Give Credit to others where due 9. life-long learner 10. Focusing on important things 11. Holistic system view 12. Apply critical thinking 13. build effective teams

Technical Project Management Skills

Defined as the skills to effectively apply project management knowledge to deliver the desired outcomes for programs or projects Ex: 10 Knowledge areas

Project Management

May be seen as a set of processes and activities that are undertaken to achieve the project objectives.

Operations Manager

Responsible for ensuring that business operations are efficient

Complexity

Result of the organization's system behavior, human behavior and uncertainty at work in the organization or its environment. Perception of an individual based on personal experience, observation, and skill Rather than being complex, a project is described as containing complexity

Project Manager

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

In some situations, the project manager may be an external consultant placed in a temporary management role

True

Top project managers are proactive and intentional when it comes to power. These project managers will work to acquire the power and authority they need within the boundaries of organizational policies, protocols and procedures rather than wait for it to be granted

True

When approaching the integration of a project, the project manager should consider elements that are both inside and outside of the project.

True

Leadership skills

ability to guide, motivate and direct a team

Management

directing another person to get from one point to another using a known set of expected behaviors.

Personality

individual differences in characteristic patterns of thinking, feeling and behaving

Strategic and Business Management Skills

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

Politics

involves influence, negotiation, autonomy and power

Leadership

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

Common denominator in all projects is people. People can be counted, but they are not numbers

true

Project Manager is not expected to perform every role on the project, but should possess project management knowledge, technical knowledge, understanding and experience

true

Project managers need to employee both leadership and management to be successful

true

The Project Managers is responsible for what their team produces. The two leaders need to take a holistic view of their team's products in order to plan, coordinate and complete them.

true

The project manager performs communication roles between the project sponsor, team members and other stakeholders

true

The project manager provides the project team with leadership, planning and coordination through communications

true

The project manager seeks ways to develop relationships that assist the team in the goals and objectives of the project.

true