六周團隊精神創(chuàng)建weekppt課件

1、Project Management6. LeadershipDevelop and facilitate leadership, team building, performance management, conflict management skills in an IT environment.Gray & Larson, 2006, Ch 10.Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSoci

2、al Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project ManagersLeadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthi

3、cs and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project Managersmanagementmanagement is about peopleWhat is Management?Management is the process of achieving organizational goals through engaging in the four major functions of pla

4、nning, organizing, leading and controlling (Bartol et al, 1998).planning is the process of setting goals and deciding best way to achieve themplanningorganizing is the process of allocating and arranging human and other resourcesorganisingleading is the process of influencing othersleadingWhat is co

5、ntrolling about?controllingManagementManagement is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).planningorganisingleadingcontrollingFigure 1.1 The functions of management(Bartol et al,

6、 1998, p7)What is Leadership?Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).The process of influencing others to achieve organizational goals (Bartol et al, 1998).People ac

7、cept a leaders influence because leaders have powerWhere does power come from?legitimate powerreward powerexpert powerinformation powerlegitimate powerreward powerexpert powerinformation powerAn examplelegitimate powerreward powerexpert powerinformation powerAn exampleI am your managerlegitimate pow

8、erreward powerexpert powerinformation powerAn exampleI have the authority to give you a performance bonuslegitimate powerreward powerexpert powerinformation powerAn exampleI have the authority to give you a performance bonuslegitimate powerreward powerexpert powerinformation powerAnother examplelegi

9、timate powerreward powerexpert powerinformation powerAnother exampleI can also know how to do the job pretty well, and you want to learnlegitimate powerreward powerexpert powerinformation powerAnother exampleI can also know how to do the job pretty well, and you want to learnLeadersManagersManagers

10、who are not leadersLeaders who are not managersPeople who are both managers and leadersleader and manager are often used interchangeablyLeadersManagersbut the two should be distinguishedLeadersManagersSome managers function as leaders, and this fits with the definition of managementleadersManagersOt

11、her managers do not function as leaders, leadersManagersand not all leaders are managersleadersManagersInnovatesAdministersInnovatesAdministersAn originalA copyInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsInnovatesAdministersAn originalA copyDevelops new thingsMai

12、ntains existing thingsPeople focusSystem and structure focusInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem

13、 and structure focusInspires trustcontrolsLong termShort termInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenInnovatesAdministersAn originalA copyDevelop

14、s new thingsMaintains existing thingsPeople focusSystem and structure focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and struc

15、ture focusInspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineDoes the right thingDoes the thing rightLeadersManagersInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focus

16、Inspires trustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineDoes the right thingDoes the thing rightLeadersManagersInnovatesAdministersAn originalA copyDevelops new thingsMaintains existing thingsPeople focusSystem and structure focusInspires t

17、rustcontrolsLong termShort termAsks what and why?Asks how and whenEye on the horizonEye on the bottom lineDoes the right thingDoes the thing right(Bennis cited in Tozer, 1997) and Managers are not the same thingDo projects need leaders or managers?A project manager has many roles and responsibilitie

18、sManaging projects is managing complexityFormulate plans and objectives Monitor resultsTake corrective actionExpedite activitiesSolve technical problemsServe as peacemakerMake tradeoffs among time, costs, and project scopeRecognize the need to change to keep the project on trackInitiate changeProvid

19、e direction and motivationInnovate and adapt as necessaryIntegrate assigned resourcesFormulate plans and objectivesMonitor resultsTake corrective actionExpedite activitiesSolve technical problemsServe as peacemakerMake tradeoffs among time, costs, and project scopeRecognize the need to change to kee

20、p the project on trackInitiate changeProvide direction and motivationInnovate and adapt as necessaryIntegrate assigned resourcesLeadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementCont

21、radictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project ManagersWhat are stakeholders?You cant do it all and get it all doneProjects usually involve a vast web of relationshipsHands-on work is not the same as leadingMore pressure and more involvement More pre

22、ssure and more involvement will reduce your effectiveness as a leaderWhats important to you Whats important to you likely Whats important to you likely isnt as important to someone elseDifferent groups have different stakes Different groups have different stakes (responsibilities, agendas, and prior

23、ities) in the outcome of a project.RememberRememberProject management is tough, exciting, and rewarding.RememberProject management is tough, exciting, and rewarding.so Figure 10.1 Network of stakeholders(Gray & Larson, 2006, p314)Project teammanages and completes the project work. Most participants

24、want to do a good job, but they are also concerned with other obligations and how their involvement will contribute to their personal goals and aspirationsProject managersnaturally compete with each other for resources and support top management. At the same time, they have to share the resources an

25、d exchange information.Functional managersdepending upon how the project is organised can play minor or major role toward the project success, for example providing technical input etc.Top managementapproves funding of the project and establishes the priorities within the organization. They define s

26、uccess, rewards for the successful completing of the project. Significant adjustments in scope, time and costProject sponsorschampion of the project and use their influence to gain approval of the project. Their reputation is tied to the success of the project Customersdefine the scope of the projec

27、t, and ultimate project success rests in their satisfaction. Project managers need to be responsive to changing customer needs and requirements and to meeting their expectationsAdministrative groups such as human resources, information systems, purchasing agents, maintenance etc. provide valuable su

28、pport service.Government agenciesPlace constrains on project work. Permits need to be securedContractorsmay do the actual work with team members Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Proje

29、ct ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project ManagersLeadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradict

30、ions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project ManagersTABLE 10.1Task-related currencies Resources Lending or giving money, budget increases, personnel, etc.Assistance Helping with existing projects or undertaking unwanted tasks.Cooperation Giving task sup

31、port, 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 or abilities.Visibility Providing a c

32、hance to be known by higher-ups or significant others in the organization.Network/contacts Providing opportunities for linking with others.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 &

33、Sons, Inc.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 “right by a higher standard than eff

34、iciency.Relationship-related currenciesAcceptance Providing closeness and friendship.Personal support Giving personal and emotional backing.Understanding Listening to others concerns and issues.Personal-related currenciesChallenge/learning Sharing tasks that increase skills and abilities.Ownership/i

35、nvolvement Letting others have ownership and influence.Gratitude Expressing appreciation.Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualiti

36、es of an Effective Project ManagerSuggestions for Project ManagersMapping Dependencies for social networksProject team perspectiveWhose cooperation will be needed?Whose agreement or approval will we need?Whose opposition would keep us from accomplishing the project?Stakeholders perspectiveWhat diffe

37、rences 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 stakeholders?Figure 10.2 Dependencies for financial software instal

38、lation project(Gray & Larson, 2006, p320)Characteristics of Effective Project Managersinitiate contact with key playersanticipate potential problemsprovide encouragementreinforce the objectives and vision of the projectintervene to resolve conflicts and prevent stalematesManagement by Walking Around

39、 (MBWA)A management style that involves managers spending the majority of time outside of their offices in face-to-face interactions with employees building cooperative relationshipsManaging Upward RelationsProject Success = Top Management Supportappropriate budgetsresponsiveness to unexpected needs

40、a clear signal to the organization of the importance of cooperationMotivating the Project Teaminfluence top management to favor team bywithdrawing unreasonable demandsproviding additional resourcesrecognizing the activities of team membersFigure 10.3 The significance of a project sponsor(Gray & Lars

41、on, 2006, p324)Leading by ExampleHighly visible, interactive management style which allows building and sustaining cooperative relationship and modeling project managers behavior6 aspects of leading by examplePrioritiesUrgencyproblem solvingstandards of performanceEthicsCo-operationFigure 10.4 Leadi

42、ng by example(Gray & Larson, 2006, p326)Leadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for

43、 Project ManagersIndustry ethical Ethical dilemmasSituations where it is difficult to determine whether conduct is right or wronglagging of cost and time estimationsfalsely assuring customers that everything is finebeing pressured to alter status reportsfalsifying cost accountscompr

44、omising safety standards to accelerate progressapproving poor workLeadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Proj

45、ect ManagerSuggestions for Project ManagersContradictions of Project ManagementInnovator!Maintain stability!Contradictions of Project ManagementInnovator!Maintain stability!Individuals!Teamwork!Contradictions of Project ManagementInnovator!Maintain stability!Individuals!Teamwork!Flexible!Determined!

46、Contradictions of Project ManagementInnovator!Maintain stability!Individuals!Teamwork!Flexible!Determined!Team loyalty!Organisational loyalty!Contradictions of Project ManagementLeadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial

47、 Network BuildingEthics and Project ManagementContradictions of Project ManagementQualities of an Effective Project ManagerSuggestions for Project ManagersQualities of an Effective Project ManagerSystems thinkerPersonal integrityProactiveHigh tolerance for stressGeneral business perspectiveGood communicatorEffective time managementSkillful politicianOptimistLeadership and ManagementManaging Project StakeholdersInfluence as ExchangeCommonly Traded Organizational CurrenciesSocial Network BuildingEthics and Project Manageme