暨南大学《项目管理》chapter10beinganeffectiveprojectmanager

1、管理学院 School of Management,佟瑞 Edward Tong， MPM，MBA,2020/12/19,1,Edward TongCopyright reserved Jinan University,103,Where We Are Now,104,Managing versus Leading a Project,Managingcoping with complexity Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve tech

2、nical 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 motivation Innovate and adapt as necessary Integrate assigned resources,105,Managing Projec

3、t 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 your effectiveness as a leader. Whats important to you likely isnt as importa

4、nt 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.,106,Network of Stakeholders,FIGURE 10.1,107,Influence as Exchange,The Law of Recipro

5、city 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 relationships are built on the exchange of organizational “curren

6、cies” (favors).,108,Commonly Traded Organizational Currencies,TABLE 10.1,Task-related currencies Resources Lending or giving money, budget increases, personnel, etc. Assistance Helping with existing projects or undertaking unwanted tasks. Cooperation Giving task support, providing quicker response t

7、ime, 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. Visibility Providing a chance to be k

8、nown by higher-ups or significant others in the organization. Network/ Providing opportunities for linking with others.contacts,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.,

9、109,Organizational Currencies (contd),TABLE 10.1 (contd),Inspiration-related currencies Vision 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 “rig

10、ht” by a higher standard than efficiency. Relationship-related currencies Acceptance Providing closeness and friendship. Personal support Giving personal and emotional backing. Understanding Listening to others concerns and issues. Personal-related currencies Challenge/learningSharing tasks that inc

11、rease 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.

12、,1010,Social 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 accomplishing the project? Stakeholders perspective: What differences exist between the team and those on whom th

13、e 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 stakeholders?,1011,Dependencies for Financial Software Installation Project,FIGURE 10.2,1012,Management by Wanderi

14、ng 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 Effective Project Managers Initiate contact with key players. Anticipate potential problems. Provid

15、e encouragement. Reinforce the objectives and vision of the project. Intervene to resolve conflicts and prevent stalemates.,1013,Managing Upward Relations,Project Success = Top Management Support Appropriate budgets Responsiveness to unexpected needs A clear signal to the organization of the importa

16、nce 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 members,1014,The Significance of a Project Sponsor,FIGURE 10.3,1015,Leading by Example,FIGURE 10.4,1016,Ethics

17、 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 assuring customers that everything is on track Being pressured to alter status reports Fal

18、sifying cost accounts Compromising safety standards to accelerate progress Approving shoddy work Code of conduct Professional standards and personal integrity,1017,Contradictions of Project Management,Innovate and maintain stability. See the big picture while getting your hands dirty. Encourage indi

19、viduals but stress the team. Hands-off/Hands-on. Flexible but firm. Team versus organizational loyalties.,1018,Qualities of an Effective Project Manager,Systems thinker Personal integrity Proactive High emotional intelligence (EQ). General business perspective Effective time management Skillful poli

20、tician Optimist,1019,Suggestions 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.”,1020,Key Terms,Emotional intelligence (EQ) Inspiration-related currencies Law of reciprocity Leading

21、 by example Management by wandering around (MBWA) Personal-related currencies Position-related currencies,Proactive Project sponsor Relationship-related currencies Social network building Stakeholder Systems thinking Task-related currencies,1.,Project success or failure often depends upon the contri

22、butions of all of the following except:A.CustomersB.SuppliersC.ContractorsD.CompetitorsE.Top management,2020/12/19,Edward TongCopyright reserved Jinan University,21,2.,Project leadership is about coping with:A.Formulating plans and objectivesB.Monitoring results against plansC.ChangeD.Taking correct

23、ive action when necessaryE.All of these are part of leadership,2020/12/19,Edward TongCopyright reserved Jinan University,22,3.,The difference between project management and project leadership is that project management includes:A.Recognizing the need to alter directionB.Aligning people to meet new d

24、irectionsC.Monitoring results against plansD.Motivating people to meet new objectivesE.All of these are leadership functions,2020/12/19,Edward TongCopyright reserved Jinan University,23,4.,Well-defined projects that encounter no significant surprises require little:A.ManagementB.LeadershipC.Monitori

25、ngD.Corrective actionE.All of these are only required to a minor extent,2020/12/19,Edward TongCopyright reserved Jinan University,24,5.,Which of the following requires more management rather than leadership?A.Taking corrective actionB.Changes in project scopeC.Technological stalematesD.Breakdowns in

26、 coordination between peopleE.All of these require the same level of management,2020/12/19,Edward TongCopyright reserved Jinan University,25,6.,In conducting meetings an effective project manager will take the role of a:A.ParliamentarianB.Master of ceremoniesC.ConductorD.Cattle herderE.Teacher,2020/

27、12/19,Edward TongCopyright reserved Jinan University,26,7.,Project managers often find themselves negotiating with all the following except:A.VendorsB.Functional managersC.ConsultantsD.CompetitorsE.All of these are correct,2020/12/19,Edward TongCopyright reserved Jinan University,27,8.,Groups such a

28、s human resources, information systems, purchasing agents, and maintenance are typically classified as:A.Project managersB.Administrative supportC.Functional managersD.Project sponsorsE.Customers,2020/12/19,Edward TongCopyright reserved Jinan University,28,9.,The closest relationships in a project n

29、etwork of relationships are with:A.Other project managersB.Project sponsorsC.Top managementD.CustomersE.Project team members,2020/12/19,Edward TongCopyright reserved Jinan University,29,10.,The second ring in the network of relationships for project managers includes all of the following except:A.Ot

30、her project managersB.CustomersC.Functional managersD.Top managementE.Project sponsors,2020/12/19,Edward TongCopyright reserved Jinan University,30,11.,The outer ring in the network of relationships for project managers includes all of the following except:A.Other organizationsB.CustomersC.Contracto

31、rsD.Government agenciesE.Administrative support,2020/12/19,Edward TongCopyright reserved Jinan University,31,12.,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 correct,2020/12/19,Edward Ton

32、gCopyright reserved Jinan University,32,13.,The new perspective of project management emphasizes which of the following?A.Financial controlB.Managing project stakeholdersC.Schedule/cost tradeoffsD.Both A and B are correctE.A, B, and C are all correct,2020/12/19,Edward TongCopyright reserved Jinan Un

33、iversity,33,14.,Networks are mutually beneficial alliances that are generally governed by the law of:A.Supply-demandB.Brookss lawC.ReciprocityD.A squeaky wheelE.Risk-reward,2020/12/19,Edward TongCopyright reserved Jinan University,34,15.,In terms of commonly traded organizational currencies, vision,

34、 excellence, and ethical correctness are part of _ related currencies.A.TaskB.PositionC.InspirationD.RelationshipE.Personal,2020/12/19,Edward TongCopyright reserved Jinan University,35,16.,In terms of commonly traded organizational currencies, resources, assistance, cooperation, and information are

35、part of _ related currencies.A.TaskB.PositionC.InspirationD.RelationshipE.Personal,2020/12/19,Edward TongCopyright reserved Jinan University,36,17.,In terms of commonly traded organizational currencies, acceptance, personal support, and understanding are part of _ related currencies.A.TaskB.Position

36、C.InspirationD.RelationshipE.Personal,2020/12/19,Edward TongCopyright reserved Jinan University,37,18.,In terms of commonly traded organizational currencies, advancement, recognition, visibility, and networks are part of _ related currencies.A.TaskB.PositionC.InspirationD.RelationshipE.Personal,2020

37、/12/19,Edward TongCopyright reserved Jinan University,38,19.,In terms of commonly traded organizational currencies, learning, ownership, and gratitude are part of _ related currencies.A.TaskB.PositionC.InspirationD.RelationshipE.Personal,2020/12/19,Edward TongCopyright reserved Jinan University,39,2

38、0.,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 correct,2020/12/19,Edward TongCopyright reserved Jinan University,40,21,Which of the following is used at Hewlett-Packard for building

39、relationships with key players that will determine a projects success?A.MBOB.MBAC.GIGOD.MBWAE.PMI,2020/12/19,Edward TongCopyright reserved Jinan University,41,22.,In the Snapshot from Practice Managing Expectations, one of the key aspects to project success was stated to be the managing of stakehold

40、er:A.RelationsB.ExpectationsC.InvolvementD.InfluenceE.Input,2020/12/19,Edward TongCopyright reserved Jinan University,42,23.,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 t

41、hose?A.NegotiatorB.AmbassadorC.Task coordinatorD.ScoutsE.Guard,2020/12/19,Edward TongCopyright reserved Jinan University,43,24.,Which of the following is not one of the aspects of leading by example?A.PrioritiesB.EthicsC.UrgencyD.CooperationE.Power,2020/12/19,Edward TongCopyright reserved Jinan University,44,25.,The traits of successful project managers include all of the following except:A.PessimistB.ProactiveC.Skillful politicianD.Effective time managementE.Personal integrity,2020/12/19,Edward TongCopyright reserved Jinan University,45,26.,