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Name: Iqra Sp17-Bba-005 Project Management

This document discusses the roles and responsibilities of an effective project manager. It explains that project managers must both manage a project by implementing plans and leading a project by innovating and adapting to changes. Project managers also engage complex stakeholders and develop methods to manage dependencies. Additionally, the document outlines how project managers can build influence through social networks and currencies. Qualities of effective project managers include strong communication, systems thinking, integrity, and managing contradictions like innovating while maintaining stability.

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Esha 1277-FBAS/BSBT/F19
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41 views16 pages

Name: Iqra Sp17-Bba-005 Project Management

This document discusses the roles and responsibilities of an effective project manager. It explains that project managers must both manage a project by implementing plans and leading a project by innovating and adapting to changes. Project managers also engage complex stakeholders and develop methods to manage dependencies. Additionally, the document outlines how project managers can build influence through social networks and currencies. Qualities of effective project managers include strong communication, systems thinking, integrity, and managing contradictions like innovating while maintaining stability.

Uploaded by

Esha 1277-FBAS/BSBT/F19
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Name : iqra

Sp17-bba-005
Project Management
Being an Effective Project
Manager
MANAGING VERSUS LEADING A
PROJECT
 Project manager would simply implement the project plan
 Project manager would work with others to formulate a schedule, organize
team, keep track of progress, and announce what needs to be done next
 project managers often do more than put out fires and keep the project on
track
 Innovate and adapt to ever-changing circumstances
 Responsible for integrating assigned resources to complete the project
according to plan
 Strong leadership, while usually desirable, is not always necessary to
successfully complete a project
 Create a social network that allows them to find out what needs to be done
ENGAGING PROJECT STAKEHOLDERS
 project managers are eager to implement ideas and
manage their people to complete their project
 project managers do find time to work directly on the
project
 project manager involves managing a much more
complex set of stakeholders
 Stakeholders are people and organizations that are
actively involved in the project
 Project manager understand how stakeholders can affect
the project and develop methods for managing the
dependency
 The nature of these dependencies is identified here:
 The project team manages and completes project work
 Project managers naturally compete with each other for
resources
 Administrative support groups, such as human resources,
information systems, purchasing agents, and
maintenance, provide valuable support services
 Functional managers, depending on how the project is
organized, can play a minor or major role in project
success
INFLUENCE AS EXCHANGE
 Networks are mutually beneficial alliances that are
generally governed by the law of reciprocity
 The basic principle is that “one good deed deserves
another, and likewise one bad deed deserves another”
 Task-Related Currencies

 Task-related currencies come in different forms


and are based on the project manager’s ability to
contribute to others’ accomplishing their work
 Position-Related Currencies
 Position-related currencies stem from the manager’s ability to
enhance others’ positions within their organization
 Inspiration-Related Currencies
 Inspiration-related currencies are perhaps the most powerful form
of influence
 Relationship-Related Currencies
 Relationship-related currencies have more to do with
strengthening the relationship with someone than directly
accomplishing the project tasks
 Personal-Related Currencies
 Personal-related currencies deal with individual needs
and an overriding sense of self-esteem
SOCIAL NETWORK BUILDING

 Create a stakeholder map and develop strategies for managing


project dependencies
 Mapping Stakeholder Dependencies
 Management by Wandering Around (MBWA)
 Managing Upward Relations
LEADING BY EXAMPLE
 Priorities
 Actions speak louder than words
 Urgency
 Through their actions, project managers can convey a sense of urgency, which can
permeate project activities
 Problem Solving
 How project managers respond to problems sets the tone for how others tackle problems
 Cooperation
 How project managers act toward outsiders influences how team members interact with
outsiders
 Standards of Performance
 Veteran project managers recognize that if they want participants to exceed project
expectations
 Ethics
 How others respond to ethical dilemmas that arise in the course of a project will be
influenced by how the project manager
ETHICS AND PROJECT MANAGEMENT
 ethics invariably involve gray areas of judgment and
interpretation
 To provide greater clarity to business ethics, many companies
and professional groups publish a code of conduct
 Many project managers claim that ethical behavior is its own
reward
BUILDING TRUST: THE KEY TO
EXERCISING INFLUENCE
 Significance of trust can be discerned by its absence
 Conversely trust is the “lubricant” that maintains smooth and
efficient interactions
 Trust is an elusive concept

 Character alone will not engender trust

 Competence is reflected at a number of different levels


QUALITIES OF AN EFFECTIVE
PROJECT MANAGER
 Project management is a misleading discipline and is an
inherent logic to the process
 Effective project managers have to be able
 to deal with the contradictory nature of their work Some of
those contradictions are
 Innovate and maintain stability
 Project managers have to put out fires, restore order, and
get the project back on track
 See the big picture while getting their hands dirty
 Project managers have to see the big picture and how their
project fits within the larger strategy of their firm
 Encourage individuals but stress the team
 Project managers have to motivate, cajole, and entice
individual performers while maintaining teamwork
 Be hands-off/hands-on
 Project managers have to intervene, resolve stalemates, solve
technical problems, and insist on different approaches
 Be flexible but firm
 Project managers have to be adaptable and responsive to events
and outcomes that occur on the project
 Manage team versus organizational loyalties
 Project managers need to forge a unified project team
 There are some core traits and skills that can be developed to
successfully perform the job
 Effective communication skills
 Communication is critical to project success. Project managers
need to speak the language of different stakeholders and be
empathetic listeners
 Systems thinking
 Project managers must be able to take a holistic rather than a
reductionist approach to projects
 Personal integrity
 Before you can lead and manage others, you have to be able to
lead and manage yourself
 Proactivity
 Good project managers take action before it is needed to
prevent small concerns from escalating into major problems
 High emotional intelligence (EQ)

 Project management is not for the meek

 General business perspective

 Because the primary role of a project manager is to integrate


the contributions of different business and technical disciplines
 Effective time management

 Time is a manager’s scarcest resource

 Optimism

 Project managers have to display a can-do attitude


THE END

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