Chapter 3: Working as a Project Manager

active listening

The message receiver restates what's been said to fully understand and confirm the message and it provides an opportunity for the sender to clarify the message if needed.

active problem-solving

A form of problem-solving begins with problem definition. Problem definition is the ability to discern between the cause and effect of the problem. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms—which then affords opportunities for solutions.

avoiding power

The project manager refuses to act, get involved, or make decisions.

charismatic leadership

The leader is motivating, has high-energy, and inspires the team through strong convictions about what's possible and what the team can achieve. Positive thinking and a can-do mentality are characteristics of this type of leader.

expert power

The project manager has deep skills and experience in a discipline (for example, years of working in IT helps an IT project manager better manage IT projects).

guilt-base power

The project manager can make the team and stakeholders feel guilty to gain compliance in the project.

informational power

The project manager has power and control of the data gathering and distribution of information.

ingratiating power

The project manager aims to gain favor with the project team and stakeholders through flattery.

interactional leadership

The leader is a hybrid of transactional, transformational, and charismatic leaders. This type of leader wants the team to act, is excited and inspired about the project work, yet still holds the team accountable for their results.

laissez-faire leadership

The leader takes a "hands-off" approach to the project. This means the project team makes decisions, takes initiative in the actions, and creates goals. While this approach can provide autonomy, it can make the leader appear absent when it comes to project decisions.

leadership

Aligning, motivating, and inspiring the project team members to do the right thing, build trust, think creatively, and challenge the status quo.

management

Management utilizes positional power to maintain, administrate, control, and focus on getting things done without challenging the status quo of the project and organization.

media selection

Based on the audience and the message being sent, the media should be in alignment with the message.

meeting management

A form of communication that involves how the meeting is led, managed, and controlled all influence the message being delivered. Agendas, minutes, and order are mandatory for effective communications within a meeting.

personal or charismatic power

The project manager has a warm personality that others like.

PMI Talent Triangle

Defines three areas of PDUs for PMI certified professionals to maintain their certification. It includes ways of working, power skills and business acumen.

ways of working

This encompasses the technical knowledge and skills related to project, program, and portfolio management.

power skills

These are the leadership and interpersonal skills required to guide and motivate teams.

business acumen

This refers to the strategic and business-oriented skills needed to align projects with organizational goals and achieve long-term value.

positional power

The project manager's power is because of the position she has as the project manager. This is also known as formal, authoritative, and legitimate power.

presentation

In formal presentations, the presenter's oral and body language, visual aids, and handouts all influence the message being delivered.

pressure-based power

The project manager can restrict choices to get the project team to perform and do the project work.

professional development units (PDUs)

Credit for education and project management-based experiences that are earned after the PMP to maintain the PMP certification. PMPs are required to earn 60 ____ per three-year certification cycle. Of the 60 ____, a minimum of 35 hours must come from educational opportunities.

project manager

The role of leading the project team and managing the project resources to effectively achieve the objectives of the project.

punitive or coercive power

The project manager can punish the project team.

referent power

The project manager is respected or admired because of the team's past experiences with the project manager. This is about the project manager's credibility in the organization.

reward power

The project manager can reward the project team.

sender-receiver models

Communication requires a sender and a receiver. Within this model there may be multiple avenues to complete the flow of communication, but barriers to effective communication may be present as well.

servant leadership

The leader puts others first and focuses on the needs of the people he serves. This type of leader provides opportunity for growth, education, autonomy within the project, and the well-being of others. The primary focus of servant leadership is service to others.

situational power

The project manager has power because of certain situations in the organization.

style

The tone, structure, and formality of the message being sent should be in alignment with the audience and the content of the message.

transactional leadership

The leader emphasizes the goals of the project and rewards and disincentives for the project team. This is sometimes called management by exception as it's the exception that is reward or punished.

Transformational leadership

The leader inspires and motivates the project team to achieve the project goals. These leaders aim to empower the project team to act, be innovative in the project work, and accomplish through ambition.

unconsciously incompetent

You're unaware of a skill that you don't have

consciously incompetent

You become aware that you don't have the skill

consciously competent

You learn and practice the skill to gain competence

unconsciously competent

You can do the skill without even thinking about it

chosen conscious competence

You practice and maintain the skill