Chapter 11 Flashcards
Shareholder managers
Leaders who neither solicit input when making a decision not provide their staffs with relevant information for making decisions on their own-lowest on communication in general
Consensus managers
Leaders who solicit and act upon the most input from their staff-high on communication in general
Autocratic managers
Leaders who use their position of authority and power and do not solicit input when making a decision, nor explain their decisions to their staff, often delegating but also micro-managing, task oriented, low on two-way communication
Consultative (Autocrat) Managers
(leaders who use influence more than authority, solicit input when making a decision, able to communicate objectives and a vision, provide their staffs with relevant information for making decisions on their own, people oriented – highest on communication in general).
Leadership vs. Management
Leadership:
- Develops and sells vision
- Copes with change
- Builds networks and develops strategies
- Sets general direction’
- Motivates and secures commitments
- Becomes symbol of project
- Builds political support
Leadership vs. Management
Management:
- Copes with complexity of management systems
- Oversees resource application
- Plans, organizes, controls project
- Keeps stakeholders informed
- Monitors & evaluates abilities of team members
- Ensures communication system in tact
- Develops competencies of team
Leadership Competencies 1
The project manager should understand:
the technology involved in the project.
the management process
the systems context and strategic context of the project
Leadership Competencies 2
The project manager should be able to:
Use interpersonal skills to build the project team, and work with the team and other project stakeholders…
make and implement project decisions
produce results
Technical Competence
Project Manager must be able to:
- Understand all phases and aspects of project
- Understand the problems/issues
- Communicate effectively with everyone
- Maintain an unbiased outlook in the interest of project goals
- Make informed decisions about everything within the project scope
Technical Competence
PM is not necessarily the expert in any particular area of the project—others are better
But for the overall project, the PM is the expert!
Define Technical Competence
an understanding of the technology involved, the engineering tools and techniques employed, product applications, technological trends and evolutions, and the relationship among supporting technologies
Sources of Power
Most References cite: Formal (Legitimate) power Reward power (5% bonus) Coercive (Penalty) power (no carrot just a stick) Expert power Referent (Charisma) power (cheerleader)
Growing Project Managers
Training
On the Job Training
Mentoring
Communications Model
- Source – the originator of the communication
- Encoder – the oral or written symbols used to transmit the message
- Message – what the source hopes to communicate
- Channel – the medium used to transmit the message
- Decoder – interpretation of the message by the receiver
- Receiver – recipient for whom the message is intended
- Feedback – information used to determine the fidelity of the message
- Noise – anything that distorts, distracts misunderstands, or interferes with the communication process
Tips for Sender
- Be as specific and forthright as possible about the information to be transmitted
- Know the receiver and his or her expectations
- Design the message with the receiver in mind
- Select the medium for the message with the receiver in mind
- Plan for the timing of the communication; consider urgency
Tips for Receiver
- Listen actively and carefully to the message.
- Be sensitive to the sender; consider who is sending and why.
- Influence the choice of medium.
- Plan for and initiate timely feedback; acknowledge receipt and provide response.
- Be sure to seek clarification when needed.
Planning a Meeting
- Determine the objective or expected outcome of the meeting
- Prepare the Agenda
- Select and Invite the participants
- Determine the time and physical arrangements
- Consider matters of protocol (seating, introductions)
- Prepare and distribute materials required for participant study well in advance of the meeting
Define Team Building
the process of taking a collection of individuals with different needs , backgrounds, and expertise and transforming them into an integrated, effective work unit
Objectives of Team Building
To clarify team’s purpose and member roles
To achieve effective communication among members
To achieve effective ways of solving group problems
To achieve greater collaboration and creativity among team members
To achieve a trusting supportive atmosphere
Characteristics of a Truly Integrated Team Part I
- Satisfaction of individual needs
- Shared interests
- Strong sense of belonging
- Pride and enjoyment in group activity
- Commitment to team objectives
- High trust, low conflict
Characteristics of a Truly Integrated Team Part II
- Ease with interdependence
- High degree of group interaction and effective communications
- Strong performance norms and results orientation
- Ability to encourage the development of team members
- Ability to interface with other organizations
What makes teams effective?
Team knows what it must do, and commits to doing it!
Roles are clearly defined.
Leaders inculcate belief in purpose of the team.
Teamwork is focused on the task. Distinctions between task and process functions dissolve.
Members have a team consciousness / identification.
Characteristics of High Performing Teams
Leaders and members devote extraordinary amounts of time to the task
Team members fully commit for the duration of the project
Teams focus on key issues and have well defined priorities
Drivers to Project Team Performance
Interesting work
Recognition of accomplishments
Experienced engineering management
Direction and Leadership
Qualified Team Personnel
Professional Growth
