Project Management CH 10

Managing a Project

ct Coping with complexity by planning, monitoring, correcting issues, and balancing time, cost, and scope.

Leading a Project

Coping with change by inspiring direction, initiating change, and integrating resources to keep the project aligned.

Management vs. Leadership

Management maintains control and order; leadership inspires innovation and adaptability.

Project Stakeholder

Any individual or group with an interest, responsibility, or influence in the outcome of a project.

Project Management Maxims

You can’t do it all; relationships matter; leadership differs from hands-on work; priorities differ across groups.

Stakeholder Network

The interconnected web of relationships that influence project success.

Stakeholder Dependency Mapping

Identifying whose cooperation, approval, or opposition affects the project and understanding how stakeholders view it.

Stakeholder Perspective

Examining how stakeholders perceive the project, their influence, and their relationship with the team.

Stakeholder Map

A visual diagram showing stakeholders’ power, influence, and interest in the project.

Management by Wandering Around (MBWA)

A leadership approach where managers build trust and cooperation through face-to-face interactions.

Characteristics of Effective Project Managers

Initiate contact, anticipate problems, encourage the team, reinforce vision, and resolve conflicts early.

Managing Upward Relations

Gaining and maintaining top management support to ensure project resources, motivation, and visibility.

Influencing Top Management

Advocating for the team by pushing back on unrealistic demands, requesting resources, and recognizing achievements.

Project Sponsor

A senior leader who supports the project, provides authority and resources, and champions its success.

Leading by Example

Demonstrating the behaviors, ethics, and commitment expected from the team.

Ethical Dilemma in Project Management

A situation where it’s difficult to determine right from wrong, such as falsifying reports or compromising safety.

Code of Conduct

A set of professional and ethical standards guiding project manager behavior and integrity.

Trust

The foundation of influence built through character (motives and honesty) and competence (skills and results).

Building Trust

Achieved through consistency, openness, and a clear sense of purpose for the project’s best interests.

Contradictions of Project Management

Balancing opposing forces like innovation vs. stability, flexibility vs. firmness, and individual vs. team focus.

Traits of an Effective Project Manager

Systems thinker, proactive, ethical, emotionally intelligent, organized, optimistic, and politically aware.

Systems Thinker

Understands how different parts of the project and organization interconnect.

Emotional Intelligence (EQ)

The ability to understand and manage one’s own emotions and those of others.

Political Skill

The ability to navigate power structures and influence decisions effectively.

Time Management

The ability to prioritize tasks and manage schedules efficiently to meet project goals.

Key Suggestions for Project Managers

Build relationships early, maintain trust through contact, and remember that actions have lasting effects.