暨南大学项目管理chapter10beinganeffectiveprojectmanager

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1、 管理学院 School of Management 佟瑞 Edward Tong， MPM，MBA2021-10-181Edward TongCopyright reserved Jinan University Leadership: Being an Effective Project ManagerCHAPTER TEN Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin103Where We Are Now104Managing versus Leading a

2、 Project Managingcoping with complexity Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve technical problems Serve as peacemaker Make tradeoffs among time, costs, and project scope Leadingcoping with change Recognize the need to change to keep the projec

3、t on track Initiate change Provide direction and motivation Innovate and adapt as necessary Integrate assigned resources105Managing Project Stakeholders Project Management Maxims: You cant do it all and get it all done Projects usually involve a vast web of relationships. Hands-on work is not the sa

4、me as leading. More pressure and more involvement can reduce your effectiveness as a leader. Whats important to you likely isnt as important to someone else Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project. Remember: project management is

5、 tough, exciting, and rewardingendeavor to persevere.106Network of StakeholdersFIGURE 10.1107Influence as Exchange The Law of Reciprocity One good deed deserves another, and likewise, one bad deed deserves another. Quid pro Quo Mutual exchanges of resources and services (“back-scratching”) build rel

6、ationships. Influence “Currencies” (Cohen and Bradford) Cooperative relationships are built on the exchange of organizational “currencies” (favors).108Commonly Traded Organizational CurrenciesTABLE 10.1Task-related currencies Resources Lending or giving money, budget increases, personnel, etc.Assist

7、ance Helping with existing projects or undertaking unwanted tasks.Cooperation Giving task support, providing quicker response time, or aiding implementation. Information Providing organizational as well as technical knowledge.Position-related currencies Advancement Giving a task or assignment that c

8、an result in promotion.Recognition Acknowledging effort, accomplishments, or abilities.Visibility Providing a chance to be known by higher-ups or significant others in the organization.Network/ Providing opportunities for linking with others.contactsSource: Adapted from A. R. Cohen and David L. Brad

9、ford, Influence without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.109Organizational Currencies (contd)TABLE 10.1 (contd)Inspiration-related currenciesVision Being involved in a task that has larger significance for the unit, organization, custom

10、er, or society.Excellence Having a chance to do important things really well.Ethical correctness Doing what is “right” by a higher standard than efficiency.Relationship-related currenciesAcceptance Providing closeness and friendship.Personal support Giving personal and emotional backing.Understandin

11、g Listening to others concerns and issues.Personal-related currenciesChallenge/learningSharing tasks that increase skills and abilities.Ownership/involvement Letting others have ownership and influence.GratitudeExpressing appreciation.Source: Adapted from A. R. Cohen and David L. Bradford, Influence

12、 without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.1010Social Network Building Mapping Dependencies Project team perspective: Whose cooperation will we need? Whose agreement or approval will we need? Whose opposition would keep us from accomplis

13、hing the project? Stakeholders perspective: What differences exist between the team and those on whom the team will depend? How do the stakeholders view the project? What is the status of our relationships with the stakeholders? What sources of influence does the team have relative to the stakeholde

14、rs?1011Dependencies for Financial Software Installation ProjectFIGURE 10.21012Management by Wandering Around Management by Wandering Around (MBWA) Involves managers spending the majority of their time in face-to-face interactions with employees building cooperative relationships. Characteristics of

15、Effective Project Managers Initiate contact with key players. Anticipate potential problems. Provide encouragement. Reinforce the objectives and vision of the project. Intervene to resolve conflicts and prevent stalemates.1013Managing Upward Relations Project Success = Top Management Support Appropr

16、iate budgets Responsiveness to unexpected needs A clear signal to the organization of the importance of cooperation Motivating the Project Team Influence top management in favor of the team: Rescind unreasonable demands Provide additional resources Recognize the accomplishments of team members1014Th

17、e Significance of a Project SponsorFIGURE 10.31015Leading by ExampleFIGURE 10.41016Ethics and Project Management Ethical Dilemmas Situations where it is difficult to determine whether conduct is right or wrong: Padding of cost and time estimations Exaggerating pay-offs of project proposals Falsely a

18、ssuring customers that everything is on track Being pressured to alter status reports Falsifying cost accounts Compromising safety standards to accelerate progress Approving shoddy work Code of conduct Professional standards and personal integrity1017Contradictions of Project Management Innovate and

19、 maintain stability. See the big picture while getting your hands dirty. Encourage individuals but stress the team. Hands-off/Hands-on. Flexible but firm. Team versus organizational loyalties.1018Qualities of an Effective Project Manager1. Systems thinker2. Personal integrity3. Proactive4. High emot

20、ional intelligence (EQ).5. General business perspective6. Effective time management7. Skillful politician8. Optimist1019Suggestions for Project Managers Build relationships before you need them. Trust is sustained through frequent face-to-face contact. Realize that “what goes around comes around.”10

21、20Key TermsEmotional intelligence (EQ)Inspiration-related currenciesLaw of reciprocityLeading by exampleManagement by wandering around (MBWA)Personal-related currenciesPosition-related currenciesProactiveProject sponsorRelationship-related currenciesSocial network buildingStakeholderSystems thinking

22、Task-related currencies1. Project success or failure often depends upon the contributions of all of the following except: A. CustomersB. SuppliersC. ContractorsD. CompetitorsE. Top management2021-10-18Edward TongCopyright reserved Jinan University 212.Project leadership is about coping with: A. Form

23、ulating plans and objectivesB. Monitoring results against plansC. ChangeD. Taking corrective action when necessaryE. All of these are part of leadership2021-10-18Edward TongCopyright reserved Jinan University 223.The difference between project management and project leadership is that project manage

24、ment includes: A. Recognizing the need to alter directionB. Aligning people to meet new directionsC. Monitoring results against plansD. Motivating people to meet new objectivesE. All of these are leadership functions2021-10-18Edward TongCopyright reserved Jinan University 234.Well-defined projects t

25、hat encounter no significant surprises require little: A. ManagementB. LeadershipC. MonitoringD. Corrective actionE. All of these are only required to a minor extent2021-10-18Edward TongCopyright reserved Jinan University 245.Which of the following requires more management rather than leadership? A.

26、 Taking corrective actionB. Changes in project scopeC. Technological stalematesD. Breakdowns in coordination between peopleE. All of these require the same level of management2021-10-18Edward TongCopyright reserved Jinan University 256.In conducting meetings an effective project manager will take th

27、e role of a: A. ParliamentarianB. Master of ceremoniesC. ConductorD. Cattle herderE. Teacher 2021-10-18Edward TongCopyright reserved Jinan University 267. Project managers often find themselves negotiating with all the following except: A. VendorsB. Functional managersC. ConsultantsD. CompetitorsE.

28、All of these are correct2021-10-18Edward TongCopyright reserved Jinan University 278.Groups such as human resources, information systems, purchasing agents, and maintenance are typically classified as: A. Project managersB. Administrative supportC. Functional managersD. Project sponsorsE. Customers2

29、021-10-18Edward TongCopyright reserved Jinan University 289. The closest relationships in a project network of relationships are with: A. Other project managersB. Project sponsorsC. Top managementD. CustomersE. Project team members2021-10-18Edward TongCopyright reserved Jinan University 2910. The se

30、cond ring in the network of relationships for project managers includes all of the following except: A. Other project managersB. CustomersC. Functional managersD. Top managementE. Project sponsors2021-10-18Edward TongCopyright reserved Jinan University 3011. The outer ring in the network of relation

31、ships for project managers includes all of the following except: A. Other organizationsB. CustomersC. ContractorsD. Government agenciesE. Administrative support2021-10-18Edward TongCopyright reserved Jinan University 3112. The old-fashion view of managing projects emphasized which of the following?

32、A. PlanningB. DirectingC. ControllingD. Both B and C are correctE. A, B, and C are all correct2021-10-18Edward TongCopyright reserved Jinan University 3213.The new perspective of project management emphasizes which of the following? A. Financial controlB. Managing project stakeholdersC. Schedule/cos

33、t tradeoffsD. Both A and B are correctE. A, B, and C are all correct2021-10-18Edward TongCopyright reserved Jinan University 3314.Networks are mutually beneficial alliances that are generally governed by the law of: A. Supply-demandB. Brookss lawC. ReciprocityD. A squeaky wheelE. Risk-reward2021-10-

34、18Edward TongCopyright reserved Jinan University 3415.In terms of commonly traded organizational currencies, vision, excellence, and ethical correctness are part of _ related currencies. A. TaskB. PositionC. InspirationD. RelationshipE. Personal2021-10-18Edward TongCopyright reserved Jinan Universit

35、y 3516.In terms of commonly traded organizational currencies, resources, assistance, cooperation, and information are part of _ related currencies. A. TaskB. PositionC. InspirationD. RelationshipE. Personal2021-10-18Edward TongCopyright reserved Jinan University 3617. In terms of commonly traded org

36、anizational currencies, acceptance, personal support, and understanding are part of _ related currencies. A. TaskB. PositionC. InspirationD. RelationshipE. Personal2021-10-18Edward TongCopyright reserved Jinan University 3718.In terms of commonly traded organizational currencies, advancement, recogn

37、ition, visibility, and networks are part of _ related currencies. A. TaskB. PositionC. InspirationD. RelationshipE. Personal2021-10-18Edward TongCopyright reserved Jinan University 3819.In terms of commonly traded organizational currencies, learning, ownership, and gratitude are part of _ related cu

38、rrencies. A. TaskB. PositionC. InspirationD. RelationshipE. Personal2021-10-18Edward TongCopyright reserved Jinan University 3920. In mapping dependencies for a project, the project manager should: A. OverestimateB. UnderestimateC. Precisely estimateD. Either B or C are correctE. None of these are c

39、orrect2021-10-18Edward TongCopyright reserved Jinan University 4021 Which of the following is used at Hewlett-Packard for building relationships with key players that will determine a projects success? A. MBOB. MBAC. GIGOD. MBWAE. PMI2021-10-18Edward TongCopyright reserved Jinan University 4122.In t

40、he Snapshot from Practice Managing Expectations, one of the key aspects to project success was stated to be the managing of stakeholder: A. RelationsB. ExpectationsC. InvolvementD. InfluenceE. Input2021-10-18Edward TongCopyright reserved Jinan University 4223.In the Research Highlight, Ancona and Ca

41、ldwell identified key patterns of activity which contribute to creating a high performance team. Which of the following is not one of those? A. NegotiatorB. AmbassadorC. Task coordinatorD. ScoutsE. Guard2021-10-18Edward TongCopyright reserved Jinan University 4324. Which of the following is not one

42、of the aspects of leading by example? A. PrioritiesB. EthicsC. UrgencyD. CooperationE. Power 2021-10-18Edward TongCopyright reserved Jinan University 4425.The traits of successful project managers include all of the following except: A. PessimistB. ProactiveC. Skillful politicianD. Effective time ma

43、nagementE. Personal integrity2021-10-18Edward TongCopyright reserved Jinan University 4526.Unlike project leadership, project management is about coping with: A. ChangeB. Aligning people to any new directionsC. Monitoring results against plansD. Recognizing the need to alter plansE. All of these are

44、 part of project management2021-10-18Edward TongCopyright reserved Jinan University 4627.In a survey of project managers, approximately what percentage reported that they encountered ethical issues in their work? A. 22 percentB. 40 percentC. 65 percentD. 81 percentE. 100 percent2021-10-18Edward Tong

45、Copyright reserved Jinan University 4728.The key to exercising influence is: A. To make few mistakesB. To build trustC. To build a network of top level peopleD. To understand the political connections within the organizationE. To make friends with everyone2021-10-18Edward TongCopyright reserved Jina

46、n University 4829. Which of the following is not one of the distinguishing traits of character? A. OpennessB. ConsistencyC. EmpatheticD. Sense of purposeE. Hard work2021-10-18Edward TongCopyright reserved Jinan University 4930.Which of the following would be defined as the ability or skill to perceive, assess and manage the emotions of one s self and others? A. Emotional stabilityB. Coolness under pressureC. Emotional intelligenceD. EmpathyE. Management sensitivity2021-10-18Edward TongCopyright reserved Jinan University 50The end 2021-10-18Edward TongCopyright reserved Jinan University 51