《项目管理》chapter-10-being-an-effective-project-ma课件.ppt

1、2023-2-1a1 管理学院 School of Management 佟瑞 Edward Tong，MPM，MBALeadership:Being an Effective Project ManagerCHAPTER TEN Copyright 2011 by The McGraw-Hill Companies,Inc.All rights reserved.McGraw-Hill/Irwina3Where We Are Nowa4Managing versus Leading a Project Managingcoping with complexity Formulate plan

2、s 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 project on track Initiate change Provide direction and motivat

3、ion Innovate and adapt as necessary Integrate assigned resourcesa5Managing 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 same as leading.More pressure and more involvement can reduce

4、 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 tough,exciting,and rewardingendeavor to persevere.a6Network of Sta

5、keholdersFIGURE 10.1a7Influence 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 relationships.Influence“Currencies”(Cohen and Bradford)Cooperative relationship

6、s are built on the exchange of organizational“currencies”(favors).a8Commonly Traded Organizational CurrenciesTABLE 10.1Task-related currencies Resources Lending or giving money,budget increases,personnel,etc.Assistance Helping with existing projects or undertaking unwanted tasks.Cooperation Giving t

7、ask 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 can result in promotion.Recognition Acknowledging effort,accomplishments,or abilities.Visi

8、bility 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.Bradford,Influence without Authority(New York:John Wiley&Sons,1990).Reprinted by permission of John

9、Wiley&Sons,Inc.a9Organizational Currencies(contd)TABLE 10.1(contd)Inspiration-related currenciesVision Being involved in a task that has larger significance for the unit,organization,customer,or society.Excellence Having a chance to do important things really well.Ethical correctness Doing what is“r

10、ight”by a higher standard than efficiency.Relationship-related currenciesAcceptance Providing closeness and friendship.Personal support Giving personal and emotional backing.Understanding Listening to others concerns and issues.Personal-related currenciesChallenge/learningSharing tasks that increase

11、 skills and abilities.Ownership/involvement Letting others have ownership and influence.GratitudeExpressing appreciation.Source:Adapted from A.R.Cohen and David L.Bradford,Influence without Authority(New York:John Wiley&Sons,1990).Reprinted by permission of John Wiley&Sons,Inc.a10Social Network Buil

12、ding Mapping Dependencies Project team perspective:Whose cooperation will we need?Whose agreement or approval will we need?Whose opposition would keep us from accomplishing the project?Stakeholders perspective:What differences exist between the team and those on whom the team will depend?How do the

13、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 stakeholders?a11Dependencies for Financial Software Installation ProjectFIGURE 10.2a12Management by Wandering Around Management by Wandering Around

14、(MBWA)Involves managers spending the majority of their time in face-to-face interactions with employees building cooperative relationships.Characteristics of Effective Project Managers Initiate contact with key players.Anticipate potential problems.Provide encouragement.Reinforce the objectives and

15、vision of the project.Intervene to resolve conflicts and prevent stalemates.a13Managing Upward Relations Project Success=Top Management Support Appropriate budgets Responsiveness to unexpected needs A clear signal to the organization of the importance of cooperation Motivating the Project Team Influ

16、ence top management in favor of the team:Rescind unreasonable demands Provide additional resources Recognize the accomplishments of team membersa14The Significance of a Project SponsorFIGURE 10.3a15Leading by ExampleFIGURE 10.4a16Ethics and Project Management Ethical Dilemmas Situations where it is

17、difficult to determine whether conduct is right or wrong:Padding of cost and time estimations Exaggerating pay-offs of project proposals Falsely assuring customers that everything is on track Being pressured to alter status reports Falsifying cost accounts Compromising safety standards to accelerate

18、 progress Approving shoddy work Code of conduct Professional standards and personal integritya17Contradictions of Project Management Innovate and 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

19、versus organizational loyalties.a18Qualities of an Effective Project ManagerSystems thinkerPersonal integrityProactiveHigh emotional intelligence(EQ).General business perspectiveEffective time managementSkillful politicianOptimista19Suggestions for Project Managers Build relationships before you nee

20、d them.Trust is sustained through frequent face-to-face contact.Realize that“what goes around comes around.”a20Key TermsEmotional intelligence(EQ)Inspiration-related currenciesLaw of reciprocityLeading by exampleManagement by wandering around(MBWA)Personal-related currenciesPosition-related currenci

21、esProactiveProject sponsorRelationship-related currenciesSocial network buildingStakeholderSystems thinkingTask-related currencies2023-2-1a211.Project success or failure often depends upon the contributions of all of the following except:A.CustomersB.SuppliersC.ContractorsD.CompetitorsE.Top manageme

22、nt2023-2-1a222.Project leadership is about coping with:A.Formulating plans and objectivesB.Monitoring results against plansC.ChangeD.Taking corrective action when necessaryE.All of these are part of leadership2023-2-1a233.The difference between project management and project leadership is that proje

23、ct management 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 functions2023-2-1a244.Well-defined projects that encounter no significant surprises requir

24、e little:A.ManagementB.LeadershipC.MonitoringD.Corrective actionE.All of these are only required to a minor extent2023-2-1a255.Which of the following requires more management rather than leadership?A.Taking corrective actionB.Changes in project scopeC.Technological stalematesD.Breakdowns in coordina

25、tion between peopleE.All of these require the same level of management2023-2-1a266.In conducting meetings an effective project manager will take the role of a:A.ParliamentarianB.Master of ceremoniesC.ConductorD.Cattle herderE.Teacher 2023-2-1a277.Project managers often find themselves negotiating wi

26、th all the following except:A.VendorsB.Functional managersC.ConsultantsD.CompetitorsE.All of these are correct2023-2-1a288.Groups such as human resources,information systems,purchasing agents,and maintenance are typically classified as:A.Project managersB.Administrative supportC.Functional managersD

27、.Project sponsorsE.Customers2023-2-1a299.The closest relationships in a project network of relationships are with:A.Other project managersB.Project sponsorsC.Top managementD.CustomersE.Project team members2023-2-1a3010.The second ring in the network of relationships for project managers includes all

28、 of the following except:A.Other project managersB.CustomersC.Functional managersD.Top managementE.Project sponsors2023-2-1a3111.The outer ring in the network of relationships for project managers includes all of the following except:A.Other organizationsB.CustomersC.ContractorsD.Government agencies

29、E.Administrative support2023-2-1a3212.The old-fashion view of managing projects emphasized which of the following?A.PlanningB.DirectingC.ControllingD.Both B and C are correctE.A,B,and C are all correct2023-2-1a3313.The new perspective of project management emphasizes which of the following?A.Financi

30、al controlB.Managing project stakeholdersC.Schedule/cost tradeoffsD.Both A and B are correctE.A,B,and C are all correct2023-2-1a3414.Networks are mutually beneficial alliances that are generally governed by the law of:A.Supply-demandB.Brookss lawC.ReciprocityD.A squeaky wheelE.Risk-reward2023-2-1a35

31、15.In terms of commonly traded organizational currencies,vision,excellence,and ethical correctness are part of _ related currencies.A.TaskB.PositionC.InspirationD.RelationshipE.Personal2023-2-1a3616.In terms of commonly traded organizational currencies,resources,assistance,cooperation,and informatio

32、n are part of _ related currencies.A.TaskB.PositionC.InspirationD.RelationshipE.Personal2023-2-1a3717.In terms of commonly traded organizational currencies,acceptance,personal support,and understanding are part of _ related currencies.A.TaskB.PositionC.InspirationD.RelationshipE.Personal2023-2-1a381

33、8.In terms of commonly traded organizational currencies,advancement,recognition,visibility,and networks are part of _ related currencies.A.TaskB.PositionC.InspirationD.RelationshipE.Personal2023-2-1a3919.In terms of commonly traded organizational currencies,learning,ownership,and gratitude are part

34、of _ related currencies.A.TaskB.PositionC.InspirationD.RelationshipE.Personal2023-2-1a4020.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 correct2023-2-1a4121 Which of the following is u

35、sed at Hewlett-Packard for building relationships with key players that will determine a projects success?A.MBOB.MBAC.GIGOD.MBWAE.PMI2023-2-1a4222.In the Snapshot from Practice Managing Expectations,one of the key aspects to project success was stated to be the managing of stakeholder:A.RelationsB.E

36、xpectationsC.InvolvementD.InfluenceE.Input2023-2-1a4323.In the Research Highlight,Ancona and Caldwell 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.Guard2023-2-1a

37、4424.Which of the following is not one of the aspects of leading by example?A.PrioritiesB.EthicsC.UrgencyD.CooperationE.Power 2023-2-1a4525.The traits of successful project managers include all of the following except:A.PessimistB.ProactiveC.Skillful politicianD.Effective time managementE.Personal i

38、ntegrity2023-2-1a4626.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 part of project management2023-2-1a4727.In a survey of project managers,app

39、roximately what percentage reported that they encountered ethical issues in their work?A.22 percentB.40 percentC.65 percentD.81 percentE.100 percent2023-2-1a4828.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 polit

40、ical connections within the organizationE.To make friends with everyone2023-2-1a4929.Which of the following is not one of the distinguishing traits of character?A.OpennessB.ConsistencyC.EmpatheticD.Sense of purposeE.Hard work2023-2-1a5030.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 sensitivity2023-2-1a51The end