Project Management John Potter Plymouth Business School University of Plymouth Three aspects of the project manager role • Three aspects of the project manager role •Understanding the role of the project manager and leader •Understanding the concept of organisational team working •Understanding the project life cycle of definition, planning, resourcing, implementation and handover. What projects managers actually do • Project leaders and managers are responsible for the achievement of project goals which are specific and which require visible and dynamic activity •Project leaders and managers need to look: • upwards • outwards • backwards • forwards • downwards • inwards The project leader’s new work – developing organisational teamworking • The nature of the project team • Brought together for a specific project • Seldom full time • Non hierarchical team members • Cross functional • Includes visible and invisible members •Establishing a shared view of success criteria •Agreeing basic team codes of conduct for working together •Keeping in touch with team members when they are apart •Enabling the contributions of each team member •Leading the team by setting realistic targets •Continuous reviewing of progress and performance •Managing external relationships. The project life cycle • Project definition, understanding the big picture and getting stakeholder agreement •Planning and resource issues •Implementation •Handing over and winding up of the project The leadership-management debate • Is leadership the same as management? •Can the two concepts be separated? •Is leadership in someway more important than management? •What are the differences between an effective manager and an effective leader? Innovates Is an original Develops Focuses on people Inspires Trust Long Range View Asks what and why. Administers Is a copy Maintains Focuses on systems Relies on control Short range view Asks how and when. Warren Bennis on Becoming a leader Arrow Books 1998 Eye on the horizon Originates Challenges the status quo Obeys and thinks Does the right things Learns. Eye on the bottom line Imitates Accepts the status quo Obeys orders without question Does things right Is trained. Warren Bennis on Becoming a leader Arrow Books 1998 Management Planning Organising Controlling Predictability. Leadership Direction Alignment Inspiring Change. John Kotter A Force for Change The Free Press 1990 Ten core leadership capabilities • Setting direction and focusing energy •Setting a good example •Communicating effectively •Aligning people in emotional terms •Developing people and bringing out the best in them •Developing self awareness •Encouraging appropriate change •Delivering results in appropriate timescales •Staying calm in times of crisis •Creating structure out of chaos. The practical impact of leadership style • The John Adair approach of task, team and individual •The international approach of the mix of task and relationship behaviour •Goleman’s six styles of vision based (authoritative), affiliative, coaching, inclusive, coercive and pacesetting styles •The communication patterns of autocratic, democratic and laissez-faire styles. Promoting a culture of success in the project team • The bottom line of effective project leadership is to create a success mindset on the part of the project team members •An ancient rule of the Universe is that you manifest what you spend most of the time thinking about •Five important aspects of successful project working are: take responsibility for your actions and don’t apportion blame to others, focus on the positive aspects of the work, set goals, persevere intelligently through the tough times and develop your human networks of contacts to assist with your work. Patrick Jordan (2010) The Principles of Success References Briner, W, Geddes, M, Hastings ,C (1990) Project Leadership. Gower: Aldershot, England. Adair, J . (1983) Effective Leadership. Gower Publishing: England Goleman, D. (2000) Leadership That Gets Results? Harvard Business Review Bennis, W. (1990). On becoming a leader. Addison-Wesley: New York. Kotter, J (1990). A Force for Change. The Free Press: New York. Jordan, P. (2010) The Principles of Success Patrick Jordan. Available from www.patrickwjordan.net This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme. This resource is licensed under the terms of the Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales license (http://creativecommons.org/licenses/by-nc-sa/2.0/uk/). The resource, where specified below, contains other 3rd party materials under their own licenses. The licenses and attributions are outlined below: 1. The name of the University of Plymouth and its logos are unregistered trade marks of the University. The University reserves all rights to these items beyond their inclusion in these CC resources. 2. The JISC logo, the and the logo of the Higher Education Academy are licensed under the terms of the Creative Commons Attribution -non-commercial-No Derivative Works 2.0 UK England & Wales license. All reproductions must comply with the terms of that license. Author John Potter Institute University of Plymouth Title Handling projects involves both leadership and management Date Created 10/06/2011 Educational Level Level 5 Keywords Learning from WOeRK Work Based Learning WBL Continuous Professional Development CPD leadership and management UKOER LFWOER Text for audio commentary ©University of Plymouth, 2010, some rights reserved Back page originally developed by the OER phase 1 C-Change project