Chapter 5 : The Project Manager & Leadership

Chapter 5: The Project Manager & Leadership

ISE 443 / ETM 543

Fall 2013

What are the personal skills that the project manager must have or develop, especially with respect to human interactions? Those that support the key tasks of the PM ...

1. Planning2. Organizing3. Directing4. Monitoring

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The text identifies twenty attributes of a PM

1. Communicates well and shares information

2. Delegates appropriately3. Is well-organized4. Supports and motivates

people5. Is a good listener6. Is open-minded and flexible7. Gives constructive criticism8. Has a positive attitude9. Is technically competent10. Is disciplined

11. Is a team builder and player12. Is able to evaluate and select

people13. Is dedicated to accomplishing

goals14. Has the courage and skill to

resolve conflicts15. Is balanced16. Is a problem solver17. Takes initiative18. Is creative19. Is an integrator20. Makes decisions

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Communicates well and shares information

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Delegates appropriately

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Is well-organized

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Supports and motivates people

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Is a good listener

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Is open-minded and flexible

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Gives constructive criticism

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Has a positive attitude

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Is technically competent

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Is disciplined

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Is a team builder and player

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Is able to evaluate and select people

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Is dedicated to accomplishing goals

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Has the courage and skill to resolve conflicts

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Is balanced

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Is a problem solver

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Takes initiative

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Is creative

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Is an integrator

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Makes decisions

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How do you assess your strengths & limitations with respect to these attributes? Self-assessment

Your journal assignment Myers-Briggs Type Indicator (MBTI)

see pp 141-144 Others (see pp. 144-147)

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What are the characteristics of a “bad boss”? Robert Bramson (referenced in the text) identifies seven

bad boss types1. Hostile-aggressives2. Complainers3. Silent and unresponsives4. Super-agreeables5. Know-it-all experts6. Negativists7. Indecisives

The PM can be the “bad boss” or can have a “bad boss” – either will affect the ability of the team to work effectively.

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How do you manage a “bad” boss? First, is this really a “bad” boss?

Sometimes it’s a clash of personalities Review the description of communication styles (table 5.2, pg.

145) Based on this, suggest 2 complaints that the boss and

subordinate might make about each other in each of the circumstances described on the next slide

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What complaints might arise from these personality types?

Boss ∗ Subordinates Boss SubordinateA, PE PR, I 1. Head in the clouds 1. Stuck in the mud

2. Cold, unfeeling 2. InefficientPR, I A, PE 1. Overreacts 1. Indifferent

2. Hasty, rash 2. Indecisive

PR, PE A, I1. Doesn’t see end game

1. Doesn’t implement quickly

2. Not a team player 2. No quick solutions

A, PR PE, I1. Worries about employees not prod.

1. Too bossy, controlling

2. Too creative, not enough thought

2. Close-minded, not innovative

A, I PR, PE 1. Too conservative 1. Too risky2. Too sensitive 2. Lacks direction

PE, I PR, A 1. Not creative 1. Slow, unfocussed2. Not effective at communicating

2. More focused on friends than results

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If your boss is not pathological, you should ...1. Keep all interactions on a formal basis.2. Provide short but regular status reports on your activities.3. Develop lists of items you think are important to accomplish and

present these to your boss for agreement.4. Demonstrate your capabilities with respect to your judgment,

creativity and competence, and responsiveness and responsibility5. Look for opportunities to build trust.6. Do not confront in public situations.7. Do not allow yourself to be victimized.8. Speak to a trusted colleague who knows your boss to try to get

another point of view.9. Take your boss to lunch to explore better ways of interacting.10. If these do not work, speak to your boss’s supervisor or the human

resources people in your organization.

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Along with the boss, the PM must also be concerned about relationships with customer(s) The textbook identifies 3 types of customers

1. The outside direct customer2. The outside surrogate customer3. The internal customer

While the nature of the relationship may be slightly different among these, they all can present special challenges to the PM.

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12 Guidelines for dealing with the customer1. Your customer has a MBTI profile; try to figure it out and behave

accordingly.2. Focus on the needs and requirements as stated by your customer.3. Imagine yourself in your customer’s position.4. Listen intently to what your customer is saying.5. “Sell” your approach and end product or service to your customer.6. Speak to your customer at least once a week.7. Be thoroughly professional in all interactions.8. Live up to all commitments.9. If your customer is headed in the wrong direction, gently suggest

alternative directions and actions.10. Demonstrate your technical and management skills.11. Maintain customer contact and interaction in parallel channels

above the level of the PM (e.g., vice president to vice president).12. Treat your customer with honesty and respect.

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Beyond management skills, leadership involves a number of critical attributes, including ... Critical Attributes

1. Empowering, supporting, motivating, trusting

2. Having a vision, long-term viewpoint

3. Cooperating, sharing, team playing, and team building

4. Renewing, learning, growing, educating

Extremely Important Attributes5. Being communicative6. Having culture and values,

serving as a role model7. Being productive, efficient,

determined

Significant Attributes8. Demonstrating time

management, prioritization9. Being action-oriented10. Making a contribution,

commitment, legacy11. Being innovative, imaginative12. Having integrity, morality,

humanity13. Demonstrating skill,

knowledge, substance

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