|
Are You a Project Leader OR a Project Manager?
Denice
McMahon, CPP
Manager, Projects/HR Services & Support
Thomson Legal and Regulatory
This page contains the text of a Powerpoint slideshow
presentation given at the APA Northstar Members Meeting on October 19,
2000.
 Click
on the Powerpoint Logo to download the original presentation.
"Project management is going to be huge in the next decade…..
Project management is the wave of the future."
FORTUNE Magazine
Overview
 | Definition of Project Leadership |
| Three Roles of Leadership in Project Management |
| Four Basic Competencies of Effective Leadership |
| Recognizing Leadership |
| Characteristics of Successful Leaders |
| Differences between Leadership and Management |
| Five Leadership/Managership Skills |
| Resources |
Definition of Project Leadership?
Project Leadership is defined as a presence and a process carried
out within an organizational role that assumes responsibility for the
needs and rights of the people who choose to follow the leader in
accomplishing project results.
Project Management: Strategic Design and Implementation
Three Roles of Leadership in Project Management
| Interpersonal - figurehead and leader liaison functions |
| Informational - disseminating information and spokesperson |
| Decision Maker - entrepreneur, resource allocator and negotiator |
Four Basic Competencies of Effective Leadership
| Management of Attention |
| Management of Meaning |
| Management of Trust |
| Management of Self |
Warren Bennis
Recognizing Leadership
| Specific role definitions and a clear understanding of how each
person contributes to the overall success of the project |
| Learning is strongly promoted and mistakes are a catalyst for
change |
| Sense of community, family and unity |
| Work is fun and exciting |
Characteristics of Successful Leaders
| a risk taker, decisive, makes the correct decision |
| communicates vision and goals consistently |
| visible and available to listen, debate, and gather facts and
decide |
| see the best in people and target this to encourage their
development |
| knowledgeable of technology |
| vary their approach with people |
| fair, patient, and have a sense of humor |
| humble recognizing they couldn’t do it alone |
| serves as a follower when appropriate |
| recognizes hard work at all levels |
| respectful of others |
Differences between Leadership and Managership
| Leaders are effective - they do the right thing for the project
whereas
|
| Managers are efficient - they do things right for the project |
| Leadership
 | finds and develops a vision for a project, and sells the
vision to project team and other stakeholders |
| builds networks of interest and political support with key
stakeholders and develops strategies to ensure support |
| provides conditions surrounding the project that motivate
and commits stakeholders to support the project |
|
| Managership
| copes with he complexity of designing, developing and
operating the management systems to support the project |
| keeps stakeholders informed on the progress or lack of
progress being made on the project |
| provides monitoring, facilitating, teaching and other means
to develop team |
|
Five Leadership/Managership Skills
What’s Your Style?
Are you:
| Democratic, permissive, a consensus-builder, participate, and
considerate |
or
| Structured, task dominated, restrictive, directive, autocratic
or socially distant? |
People Oriented
Tend to enhance group synergy but do not consistently increase
productivity
Task Oriented
Generally associated with strong productivity but generally alienates
team
Resources
| PMI - Project Management Institute, Inc.
|
| Project Management: Strategic Design and Implementation, David I
Cleland, 1999 |
| Good Leaders and Poor Leaders, Warren Bennis |
| Over 944 entries retrieved on a web search |
|
