PROJECI Chapter 10

10.1 Managing versus Leading a Project.

Managing	Leading
Coping with complexity (completing a task) Formulate plans and objectives Monitor results Takes corrective action Expedite activities Solves technical problems Serves as peacemaker Makes trade-offs among time, costs and project scope.	Coping with change (completing a task WITH people) Recognize need to change to keep project on track Initiates change Provide direction and motivation Innovates and adapts necessarily Integrates assigned resources.

Stakeholders: people and organizations actively involved in the project/whose interests may be positively or negatively affected by the project.

External	Internal
Stockholders Community Creditor Government Supplier	Owners Employees Management Consumers Investor Sponsor + team

Project management Maxims:

• You can’t do it all and get it all done - wonder woman ka?

• Hands-on work is not the same as leading - more pressure + more involvement = lack of effective leadership

• What’s important to you is likely as important as someone else - what if siya ang importante sakin? busit busit EME

10.3 Influence as an Exchange.

Law of Reciprocity:

• One good deed deserves another

Quid pro Quo:

• Mutual exchange of resources and services build relationships “you scratch my back, I’ll scratch yours”

Influence "Currencies"

• Cooperative relationships are built on exchange of organizational currencies/favors.

Task Related Currencies

Task‑Related Currency	Description
Resources	Lending or giving money, budget increases, personnel, and so on
Assistance	Helping with existing projects or undertaking unwanted tasks
Cooperation	Giving task support, providing quicker response time, or aiding implementation
Information	Providing organizational as well as technical knowledge

Mapping Stakeholder Dependencies:

• Project team’s perspective:

  • Whose cooperation will we need?

  • Whose agreement or approval will we need?

  • Whose opposition would keep us from accomplishing this project?

• Stakeholder’s perspective:

  • What differences exist between the team and the people on whom the team depends?

  • How do the stakeholders view the project?

  • What is the current status of the relationship the team has with the stakeholders?

  • What sources of influence does the team have relative to the stakeholders on whom the team depends?

Management by Wandering Around (MBWA)

• Managers spending most of their time outside office for face to face interaction building cooperative relationships - “relationships should be built before they are needed” (haha…okay sabi nyo yan ih)

• Characteristics of effective PM’s: 

  • Initiate contact with key stakeholders 

  • Anticipate potential problems

  • Provide encouragement

  • Reinforce objective and vision of the project

  • Intervene to resolve conflicts and prevent stalemates (no progress)

Managing upward relations

• Top managements to motivate success must:

  • Provide an appropriate budget

  • Be responsive to unexpected needs

  • Send a clear signal to others in the organization of the importance of the project and the need to cooperate

  • Rescind unreasonable demand

  • Provide additional resources

  • Recognize the accomplishments of team members

Ethical dilemmas: situations where it is difficult to determine whether conduct is right or wrong

• Padding of cost and time estimations

• Exaggerating payoffs 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 progress

• Approving shoddy work

10.6 Building Trust: The Key to Exercising Influence.

• Trust (yan kulang namin haha): is an elusive concept

• Trust (san ako nagkamali sa trust?):: is a function of character (personal motives) and competence (skills necessary to realize motives)

• Trust (haha T^T) : is sustained through frequent face‑to‑face contact

• The core of highly effective people is a character ethic

• Consistency: more predictable

• Openness: more receptive to others

• A sense of purpose: what is best for the organization and the project

10.7 Qualities of an Effective Project Manager.

Advice sa mga jojowain ako ;)

• Effective communication skills

• Systems thinking

• Personal integrity

• Proactivity

• High emotional intelligence (EQ)

• General business perspective

• Effective time management

• Optimism

Contradictions of PM:

• Innovate and maintain stability

• See the big picture while getting their hands dirty

• Encourage individuals but stress the team

• Be hands‑off / hands‑on

• Be flexible but firm

• Manage team versus organizational loyalties