Project Management Leadership E-Book

Rory Burke

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 529

Veröffentlichungsjahr: 2014

Beschreibung

Project Management Leadership is a comprehensive guide to the human factors involved in Project Management, in particular the leadership skills required to ensure successful implementation of current best practice.  It provides the latest insights on team building, motivation, collaboration, and networking skills, and the way these can be harnessed to manage a successful project.  Exercises and worked examples are provided throughout.

Leseprobe

Contents

Foreword

Authors’ Notes

Chapter 1: Introduction to Project Management Leadership

How to Use This Book

1. History of Project Management

2. Project Manager’s Portfolio of Skills

3. Project Management Body of Knowledge

4. Project Lifecycle

5. Project Management Leadership

Chapter 2: Project Governance and Ethics

1. Project Lifecycle

2. Project Governance

3. Project Ethics

Chapter 3: Project Leadership BoK

1. What is Project Leadership?

2. Project Vision and Inspiration

3. Leadership Vision vs. Project Lifecycle

4. Project Strategy

5. Empowerment and Self-Control

6. Control Freaks

7. Collaboration

8. Success

Chapter 4: Project Organization Structures

1. What is a Project Organization Structure?

2. Functional Organization Structure

3. Matrix Organization Structure

4. Pure Project Organization Structure

Chapter 5: Leadership Behaviors

1. What are Leadership Behaviors?

2. Competent Project Leadership

3. The Logic of Failure

4. Covey’s Seven Habits

5. Effective and Unsuccessful Leadership Behaviors

Chapter 6: Leadership Theories and Styles

1. Leadership Theories

2. Action Centered Leadership

3. Situational Leadership

4. Authority

5. Emotional Intelligence (EI) Leadership Styles

6. Linking Leadership Styles to Projects

Chapter 7: Power to Influence

1. What is Power to Influence?

2. Matrix Organization Structure

3. Responsibility–Authority Gap

4. Power to Influence

5. Power and Influence vs. Project Lifecycle

6. Formal Authority

7. Coercive Power

8. Reward Power

9. Expert Power

10. Charisma Power

11. Communication Power

12. Leadership Power

Chapter 8: Resistance to Change

1. What is Resistance to Change?

2. Why is There Resistance to Change?

3. What is the Rationale for Resisting the Change?

4. What Can the Leader do About Resistance to Change?

5. Ideas About How Change Happens

6. Everett Rogers – Diffusion of Innovations

7. Conclusions

Chapter 9: Emotional Intelligence

1. Emotional Intelligence Domains

2. The Four Emotional Intelligence Domains

3. Leaders Need Emotional Intelligence (EI)

4. Perception of Emotional Competence

Chapter 10: Leadership vs. Management

1. Leadership vs. Management

2. Dealing with People

3. Entrepreneurship Skills

Chapter 11: Working with Stakeholders

1. Who is a Project Stakeholder?

2. Stakeholders vs. Project Lifecycle

3. Stakeholders and Interested Parties

4. Networking

Chapter 12: Project Teams

1. Project Teams vs. Project Lifecycle

2. Why Companies Use Project Teams

3. The Individual’s Purpose for Team Membership

4. Team Leader’s Ability

5. Team Charter

6. Why Teams Win

7. Why Teams Fail

Chapter 13: Teams vs. Groups

1. The Difference Between Groups and Teams

2. Moving from Being a Group to Being a Performing Team

3. Working Groups or Teams?

4. How Can we Achieve Significant Performance Results?

5. Dangers of High Group Cohesion: Groupthink

Chapter 14: Team Roles

1. Summary of Team Roles

2. Belbin’s Team Roles

3. Avoiding Confusion Between Similar Types

4. Belbin’s Team Styles in a Leadership Context

5. Combining Primary and Secondary Styles

6. Team Roles Surfacing at Different Stages of a Project

7. How to Use Team Role Models

Chapter 15: Team Development Phases

1. Team Focus

2. Team Performance

3. Forming Phase

4. Storming Phase

5. Norming Phase

6. Performing Phase

7. Maturing and Declining Phases

Chapter 16: Team-Building Techniques

1. What is Team Building?

2. Level One: Interpersonal Team Building

3. Level Two: Team Roles

4. Level Three: Shared Vision

5. Level Four: Task Focused

6. Outdoor Team Building

Chapter 17: Coaching and Mentoring

1. Coaching Helps us Get Better at What we Already Do

2. Coaching Skills

3. Mentoring

4. The Relationship

5. Feedback

Chapter 18: Negotiation

1. Win–Lose Strategy

2. Win–Win Strategy

3. Lose–Lose Strategy

4. Negotiation Tactics

5. Networking Skills

6. Bargaining

7. Dispute Resolution

Chapter 19: Motivation

1. Motivation

2. Motivation Cycle

3. Herzberg’s Motivation and Hygiene Theory

4. McClelland’s Motivational Needs Theory

5. Maslow’s Hierarchy of Needs

6. Motivation and Leadership Style

7. Seven Rules of Motivation (for project managers)

Chapter 20: Delegation

1. Reasons for Delegating

2. What Can be Delegated?

3. Delegation: Simple Rules for Success

4. Delegation Contract

5. Problems with Delegation

Chapter 21: Communication

1. Communication Theory

2. Communication Plan

3. Project Meetings

4. Teamwork vs. Communication

Chapter 22: Conflict Resolution

1. Conflict in the Workplace

2. Dealing with Conflict

3. Drama Triangle

4. Transactional Analysis

Chapter 23: Problem Solving

1. Types of Problems

2. The Nature of Problems

3. Problem-Solving Process

4. Define Objectives and Problem Definition

5. Identify Problems or Opportunities

6. Gather Data and Present Information

7. Identify a Range of Solutions

8. Blocks to Problem Solving

9. Solutions and Options

Chapter 24: Decision Making

1. The Decision-Making Process

2. Decision-Making Continuum

3. Quality Function Deployment (QFD)

4. Decision Tree Analysis

5. Decision-Making Pitfalls

6. Communicate the Decision

Appendix – Lost at Sea

Glossary

Index

This edition first published 2014

© 2014 John Wiley & Sons, Ltd

First edition published 2007 by Burke Publishing

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Library of Congress Cataloging-in-Publication Data

Burke, Rory, 1952—

Project management leadership : building creative teams / Rory Burke, Steve Barron.—Second edition.

pages cm

Includes index.

ISBN 978-1-118-67401-7 (pbk.)

1. Project management. 2. Leadership. I. Barron, Steve, 1955— II. Title.

HD69.P75B869 2014

658.4'04—dc23

2013046774

A catalogue record for this book is available from the British Library.

ISBN 978-1-118-67401-7 (pbk) ISBN 978-1-118-82541-9 (ebk)

ISBN 978-1-118-82540-2 (ebk)

Foreword

Project management and project leadership are two sides of the same coin. They are inter-linked, and need to be if a project is to be delivered on time, to budget and of the desired quality. Many project managers pay too much attention to managing and spend too little time leading. As with everything in life, finding the right balance is key.

The right balance between managing and leading comes with experience, and often a painful experience due to lack of awareness or desire to find the right balance. For sure, both are necessary, but alone each is not sufficient. To be clear I am not speaking about management and leadership; these are roles with specific activities. Such roles are occupied by people who seek to be seen as project managers or project leaders respectively. This attribution by others gives emphasis to followers, and the importance of how others perceive their behaviors and identities. Warren Bennis (On Becoming a Leader (1989:2) Perseus Books, Cambridge, MA) usefully captured this attribution process thus: ‘leadership, like beauty, is hard to define but you know it when you see it’. To be seen as a ‘beautiful’ project leader or project manager requires that the individual pay attention to leading and managing. How the leading, or managing, is done shapes the attribution of how beautiful someone is seen to be. But here’s the thing . . . both managing and leading are processes, and such processes are learnt. Everyone has the potential to become better at leading and managing. As such, the born versus made debate is simply irrelevant. We are what we are and we can all be better. To be better requires us to think and learn about becoming better and applying such learning to test and develop such processes.

To help us further we need to clarify the difference between managing and leading. In a simple way, managing could be considered as the process of ‘sense-making’: understanding the situation and appreciating the necessity of organizing resources to achieve objectives. Leading is more oriented toward ‘sense-giving’: helping people to understand objectives, inspiring them to achieve a higher performance through commitment to a vision and guiding them along the journey to overcoming obstacles.

It should be clear that one without the other will simply not get the desired results. This book has been written with this balance clearly in mind. It is a clear and straightforward structure, which will help guide the reader toward becoming better at both project management and project leadership. The number of useful texts that try to achieve this much-needed balance, and pay clear attention to the process perspectives of project management and project leadership, are too few.

Dr Steve Kempster

Professorial Director of Leadership Development

Director of the Lancaster Leadership Centre

Lancaster University Management School

Authors’ Notes

Rory Burke

Project Management Leadership focuses on key project management leadership principles and theories, and explains how they are used in the project environment. This book has been updated to enable the project management leader to lead the project team, and the project participants to achieve the project objectives, as outlined in the project charter and business case.

Project success is usually expressed as having completed the project deliverables on time, within budget and to the required quality, but, from a leadership perspective, project success might be expressed as having motivated and inspired the project team members into giving their best performance toward completing the project objectives. It is, therefore, essential that project managers understand the features and characteristics of project leadership techniques so that they can manage the process effectively.

There have been two major changes to the project environment in recent years, which have motivated significant changes in the project manager’s leadership style, namely: the introduction of project teams working within a matrix-type project organization structure; and a general increase in the workforce’s level of education, ability and expectations.

These organizational changes mean that project managers might not have full line authority over the resources they need to carry out the work. Project managers must, therefore, develop negotiation and networking skills to enable them to obtain labor and equipment from the resource providers.

The other factor motivating a change in leadership style is the improved ability of the workforce, which is now better educated, more experienced, more competent and more articulate. This improved competency has led to higher expectations and increasing demands, the workforce having a greater say in their working environment, and being more prepared to question their project management leader’s instructions.

These two factors alone have encouraged a dramatic shift from the command and control leadership style of yester-year to a more participative and collaborative approach.

Project Management Leadership has been written to support courses and modules in project management and project leadership. The text is structured in line with the PMBOK and APM BoK, and includes plenty of examples and exercises, together with PowerPoint presentation slides for lecturers.

Writing this book has been a joint effort with my co-author Steve Barron. Steve has done an amazing job writing his chapters while holding down a full-time job at Lancaster University. A special thank you goes to Sandra Burke and Jan Hamon for proofreading the text.

Rory Burke

Steve Barron

In the years that have elapsed since the first edition of Project Management Leadership, the need for an effective understanding of leadership within project contexts seems to have increased. There is even more talk about leadership having an important role for project managers, who are recognizing the need to develop leadership skills. Indeed, the nature of projects as transient, unique and requiring change-related activities, demands a high level of leadership practice.

It has been wonderful to receive such positive feedback from the first edition. It seems to provide a useful resource for teachers who want a single source for leadership-related ideas and methods. For many students it accomplishes the same purpose, though it is also presented as an accessible introductory text that can lead to more advanced material where necessary.

In the first half of my career I worked in industry and was privileged to work with inspirational leaders such as Dr Carl Loller, Peter Beckett and Steve Wilkinson, and I want to thank them here for their support and guidance; it is still very much appreciated. I was able to learn from them (and others) about leadership and adapt their style and behaviors into my own leadership style. I hope this book provides a good starting point for those embarking on this journey.

Often, when I am in a difficult situation, I think about what one of those inspirational people would do or say at this point. This always helps me to see the situation in a different way and gives me a new approach. It is wonderful to hear their voices in my head as I imagine how they would deal with my difficult situation. I continue to thank Stephen Doughty, Martin Wells and Steve Kempster for providing some of those enduring voices.

Also, I need to thank Rory and Sandra Burke, my co-conspirators in this renewed endeavor. I have been delighted to work with them again and have learnt so much from both of them. Once again, I must thank Rory for his expertise, persistence and patience while we have revisited the content of this book from opposite sides of the globe.

Finally, as a teacher, I note that much of my continual learning comes from students of project management with whom I have had the honor and privilege of working over the last fifteen years at Lancaster. I wish you all well in your future careers.

Therefore, I want to dedicate this edition to past, present and future students of project management who recognize the need for leadership skills within this challenging and rewarding vocation.

Steve Barron

Lancaster, August 2013

Chapter 1

Introduction to Project Management Leadership

Learning Outcomes

After reading this chapter you should be able to:

Recognize the portfolio of skills a project manager needs to complete projects successfully.Understand the leadership content of the project management body of knowledge.

Project management leadership is one of the special project management techniques that enable the project manager to lead and manage the project team, project stakeholders and other project participants. Project management leadership is a process by which a project manager can direct, guide and influence the behavior and work of the project team towards accomplishing the project objectives. It is, therefore, essential that the project manager understands the characteristics and features of project management leadership to be able to apply the process effectively.

This chapter will introduce the project environment, and the relationship between project management leadership and the other project management disciplines and techniques. It will indicate how the project lifecycle can be used to show where project leadership and its associated techniques can be used effectively as the project progresses along the lifecycle. This chapter will also introduce key bodies of knowledge and identify the knowledge areas relating to project management leadership and project teamwork.

The project manager’s challenge is to strike a balance between the appropriate type of leadership skills and styles, and the level of project management systems – both are required for project success.

How to Use This Book

This book will subdivide Project Management Leadership into a number of sections for ease of presentation and understanding.

The first part introduces the leadership skills and styles that form the backbone of project leadership:

Project governance and ethics.

Project leadership BoK.

Project organization structures.

Leadership behavior.

Leadership styles.

Power to influence.

Resistance to change.

Emotional intelligence.

Leadership vs. management.

Working with stakeholders.

The second part introduces project teams and shows how to select, build and lead a project team:

Project teams.

Teams vs. groups.

Team roles.

Team development phases.

Team-building techniques.

Coaching and mentoring.

The third part groups a number of key related topics that underpin the project leader’s competence:

Negotiation skills.

Motivation.

Delegation.

Communication.

Conflict resolution.

Problem solving.

Decision making.

Facilitation for project leaders.

Knowledge management.

1. History of Project Management

The history of modern-day project management leadership can be dated back to the 1950s when a number of companies started appointing one person to manage their projects (see Table 1.1). This particularly applied to multi-disciplined projects in remote locations.

Table 1.1: History of Project Management – shows the emphasis is now on project management leadership

1950s

In the 50s the project management leader’s position was established as the

single point of responsibility

with autonomous authority over a pool of resources. This change enabled complex projects in remote locations to be led and managed by a person on the ground.