Project Management
John Potter
Plymouth Business School
University of Plymouth
The role of the
project leader
Looking upwards –
managing your sponsor to
achieve organizational
commitment
Looking backwards ,
monitoring progress and
that learning from
mistakes takes place
Looking inwards, reviewing
your performance to ensure
that your leadership is a
positive contribution to the
work of the team
What project
leaders need to
spend their time
doing
Looking outwards –
managing the client, end
user and external
stakeholders and meeting
their expectations
Looking forwards
planning, setting
milestones and
targets and
obtaining
resources
Looking downwards.
Managing the team to
maximise their
performance individually
and as a team
How good are you at
looking upwards?
Give yourself a mark out of five for each of the following
statements. 1 is not true, 5 is very true.
1.I have clearly demonstrated to my senior management that
I understand the full impact of my project on the organisation
2.I feel fine asking my sponsor for help
3. I help my sponsor to help me by keeping them fully
informed
4. I understand the politics at the top of my organisation
5. I can always get access to senior management when I need
to
Total score out of 25…………………
How good are you at
looking backwards?
Give yourself a mark out of five for each of the following statements. 1 is
not true, 5 is very true.
1. I have ensured that my project has appropriate mechanisms for
measuring progress
2. We are good at keeping people informed about our progress
3. When things go wrong we are good at taking action to put things
right quickly
4. My project team never makes the same mistake twice
5. Team members share with me the responsibility for keeping things
on track.
Total score out of 25…………………
How good are you at
looking downwards
Give yourself a mark out of five for each of the following statements. 1 is not true,
5 is very true.
1. My team members say I am very supportive
2. I review individual performance and progress with team members regularly
3. I put time and effort into our working together as a team
4. I am aware of the personal strengths and areas for development for my
team members
5. I bring the members of my team together regularly
Total score out of 25…………………
How good are you at
looking outwards?
Give yourself a mark out of five for each of the following statements. 1 is not true,
5 is very true.
1. My team is good at making invisible team members feel they belong
2. I know how to get things done informally in the organization
3. My team genuinely regard key people outside the organization as part of
our team
4. Team members share with me the responsibility for managing important
external relationships
5. I have all the contacts I need both inside and outside the organization
Total score out of 25…………………
How good are you at
looking forwards?
Give yourself a mark out of five for each of the following statements. 1 is not
true, 5 is very true.
1. My team and I are very clear about our targets
2. I don’t get caught out by not having enough resources when I need
them
3. Team members share with me the responsibility for planning and
anticipating events and milestones
4. I am constantly trying to anticipate the problems that lie over the
horizon
5. I am seldom caught out by unforeseen events
Total score out of 25…………………
How good are you at
looking inwards?
Give yourself a mark out of five for each of the following statements. 1 is not
true, 5 is very true.
1. I am honest with myself
2. I take active steps to manage my pressure and stress levels
3. I communicate conviction and confidence about the project to others
4. I seek regular feedback from others about how to improve my
performance as a project leader
5. I take time out to think how effectively I am managing the project.
Total score out of 25…………………

Looking upwards……………..

Looking backwards……………

Looking downwards………….

Looking outwards……………..

Looking forwards………………

Looking inwards…………………..


In their book Project Leadership (1990), Briner, Geddes and
Hastings propose 14 integrative processes which the project
leader needs to operate
Wiring into stakeholders
◦ Securing stakeholder agreement, marketing the project, networking
and building credibility

Keeping ‘on the ball’
◦ Anticipating, seeking feedback, keeping the whole team informed and
continuous planning and review

Focusing on results
◦ Creating a supportive culture, being tough on quality, clarifying success
criteria, providing purpose and direction, celebrating success and
reflecting on performance
Briner, W, Geddes, M, Hastings ,C (1990) Project
Leadership. Aldershot, England: Gower
References
Briner, W, Geddes, M, Hastings ,C (1990) Project Leadership. Gower:
Aldershot, England.
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Author
John Potter
Institute
University of Plymouth
Title
handing over the project, close down and knowledge capture
Date Created
10/06/2011
Educational Level
Level 5
Learning from WOeRK Work Based Learning WBL Continuous
Professional Development CPD leadership and management UKOER
LFWOER
Keywords
Text for audio
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