项目管理04.pptVIP

Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall Copyright ? 2010 Pearson Education, Inc. Publishing as Prentice Hall Leadership and the Project Manager Chapter 4 Leadership “The ability to inspire confidence and support among the people who are needed to achieve organizational goals.” Project management is leader intensive! Leaders Vs. Managers Managers have official titles in an organization Leaders focus on interpersonal relationships rather than administration Important differences exist between the two on: Creation of purpose Outcomes Network development Execution Focus timeframe How the Project Manager Leads Project managers function as mini-CEOs and manage both “hard” technical details and “soft” people issues. Project managers: acquire project resources motivate and build teams have a vision and fight fires communicate Acquiring Resources Project are under funded for a variety of reasons: vague goals no sponsor requirements understated insufficient funds distrust between managers Communication It is critical for a project manager to maintain strong contact with all stakeholders Project meetings feature task oriented and group maintenance behaviors and serve to: update all participants increase understanding commitment make decisions provide visibility Traits of Effective Project Leaders A number of studies on effective project leadership reveal these common themes: Good communication Flexibility to deal with ambiguity Work well with project team Skilled at various influence tactics Leading Time Orientation Alignment timeline orientation future time perspective time span poly/monochronic time conception Skills warping creating future vision chunking time predicting recapturing the past What are Project Champions? Champions are fanatics in the single-minded pursuit of their pet ideas. Champions can be: creative originators entrepreneurs godfathers or sponsors project managers Champion Roles Traditional Duties tec