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1、 管理学院 School of Management 佟瑞 Edward Tong， MPM，MBA2024/9/71Edward TongCopyright reserved Jinan University Leadership: Being an Effective Project ManagerCHAPTER TEN Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin103Where We Are Now104Managing versus Leading a P
2、rojectManagingcoping with complexityFormulate plans and objectivesMonitor resultsTake corrective actionExpedite activitiesSolve technical problemsServe as peacemakerMake tradeoffs among time, costs, and project scopeLeadingcoping with changeRecognize the need to change to keep the project on trackIn
3、itiate changeProvide direction and motivationInnovate and adapt as necessaryIntegrate assigned resources105Managing Project StakeholdersProjectManagementMaxims:YoucantdoitallandgetitalldoneProjectsusuallyinvolveavastwebofrelationships.Hands-onworkisnotthesameasleading.Morepressureandmoreinvolvementc
4、anreduceyoureffectivenessasaleader.WhatsimportanttoyoulikelyisntasimportanttosomeoneelseDifferentgroupshavedifferentstakes(responsibilities,agendas,andpriorities)intheoutcomeofaproject.Remember:projectmanagementistough,exciting,andrewardingendeavortopersevere.106Network of StakeholdersFIGURE 10.1107
5、Influence as ExchangeTheLawofReciprocityOnegooddeeddeservesanother,andlikewise,onebaddeeddeservesanother.QuidproQuoMutualexchangesofresourcesandservices(“back-scratching”)buildrelationships.Influence“Currencies”(CohenandBradford)Cooperativerelationshipsarebuiltontheexchangeoforganizational“currencie
6、s”(favors).108Commonly Traded Organizational CurrenciesTABLE 10.1Task-related currencies Resources Lending or giving money, budget increases, personnel, etc.Assistance Helping with existing projects or undertaking unwanted tasks.Cooperation Giving task support, providing quicker response time, or ai
7、ding implementation. Information Providing organizational as well as technical knowledge.Position-related currencies Advancement Giving a task or assignment that can result in promotion.Recognition Acknowledging effort, accomplishments, or abilities.Visibility Providing a chance to be known by highe
8、r-ups or significant others in the organization.Network/ Providing opportunities for linking with others.contactsSource: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.109Organizationa
9、l Currencies (contd)TABLE 10.1 (contd)Inspiration-related currenciesVision Being involved in a task that has larger significance for the unit, organization, customer, or society.Excellence Having a chance to do important things really well.Ethical correctness Doing what is “right” by a higher standa
10、rd than efficiency.Relationship-related currenciesAcceptance Providing closeness and friendship.Personal support Giving personal and emotional backing.Understanding Listening to others concerns and issues.Personal-related currenciesChallenge/learningSharing tasks that increase skills and abilities.O
11、wnership/involvement Letting others have ownership and influence.GratitudeExpressing appreciation.Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.1010Social Network BuildingMapp
12、ingDependenciesProjectteamperspective:Whosecooperationwillweneed?Whoseagreementorapprovalwillweneed?Whoseoppositionwouldkeepusfromaccomplishingtheproject?Stakeholdersperspective:Whatdifferencesexistbetweentheteamandthoseonwhomtheteamwilldepend?Howdothestakeholdersviewtheproject?Whatisthestatusofourr
13、elationshipswiththestakeholders?Whatsourcesofinfluencedoestheteamhaverelativetothestakeholders?1011Dependencies for Financial Software Installation ProjectFIGURE 10.21012Management by Wandering AroundManagementbyWanderingAround(MBWA)Involvesmanagersspendingthemajorityoftheirtimeinface-to-faceinterac
14、tionswithemployeesbuildingcooperativerelationships.CharacteristicsofEffectiveProjectManagersInitiatecontactwithkeyplayers.Anticipatepotentialproblems.Provideencouragement.Reinforcetheobjectivesandvisionoftheproject.Intervenetoresolveconflictsandpreventstalemates.1013Managing Upward RelationsProjectS
15、uccess=TopManagementSupportAppropriatebudgetsResponsivenesstounexpectedneedsAclearsignaltotheorganizationoftheimportanceofcooperationMotivatingtheProjectTeamInfluencetopmanagementinfavoroftheteam:RescindunreasonabledemandsProvideadditionalresourcesRecognizetheaccomplishmentsofteammembers1014The Sign
16、ificance of a Project SponsorFIGURE 10.31015Leading by ExampleFIGURE 10.41016Ethics and Project ManagementEthicalDilemmasSituationswhereitisdifficulttodeterminewhetherconductisrightorwrong:PaddingofcostandtimeestimationsExaggeratingpay-offsofprojectproposalsFalselyassuringcustomersthateverythingison
17、trackBeingpressuredtoalterstatusreportsFalsifyingcostaccountsCompromisingsafetystandardstoaccelerateprogressApprovingshoddyworkCodeofconductProfessionalstandardsandpersonalintegrity1017Contradictions of Project ManagementInnovateandmaintainstability.Seethebigpicturewhilegettingyourhandsdirty.Encoura
18、geindividualsbutstresstheteam.Hands-off/Hands-on.Flexiblebutfirm.Teamversusorganizationalloyalties.1018Qualities of an Effective Project Manager1.Systemsthinker2.Personalintegrity3.Proactive4.Highemotionalintelligence(EQ).5.Generalbusinessperspective6.Effectivetimemanagement7.Skillfulpolitician8.Opt
19、imist1019Suggestions for Project ManagersBuildrelationshipsbeforeyouneedthem.Trustissustainedthroughfrequentface-to-facecontact.Realizethat“whatgoesaroundcomesaround.”1020Key TermsEmotional intelligence (EQ)Inspiration-related currenciesLaw of reciprocityLeading by exampleManagement by wandering aro
20、und (MBWA)Personal-related currenciesPosition-related currenciesProactiveProject sponsorRelationship-related currenciesSocial network buildingStakeholderSystems thinkingTask-related currencies1.Projectsuccessorfailureoftendependsuponthecontributionsofallofthefollowingexcept:A.CustomersB.SuppliersC.C
21、ontractorsD.CompetitorsE.Topmanagement2024/9/7Edward TongCopyright reserved Jinan University 212.Projectleadershipisaboutcopingwith:A.FormulatingplansandobjectivesB.MonitoringresultsagainstplansC.ChangeD.TakingcorrectiveactionwhennecessaryE.Allofthesearepartofleadership2024/9/7Edward TongCopyright r
22、eserved Jinan University 223.Thedifferencebetweenprojectmanagementandprojectleadershipisthatprojectmanagementincludes:A.RecognizingtheneedtoalterdirectionB.AligningpeopletomeetnewdirectionsC.MonitoringresultsagainstplansD.MotivatingpeopletomeetnewobjectivesE.Alloftheseareleadershipfunctions2024/9/7E
23、dward TongCopyright reserved Jinan University 234.Well-definedprojectsthatencounternosignificantsurprisesrequirelittle:A.ManagementB.LeadershipC.MonitoringD.CorrectiveactionE.Alloftheseareonlyrequiredtoaminorextent2024/9/7Edward TongCopyright reserved Jinan University 245.Whichofthefollowingrequires
24、moremanagementratherthanleadership?A.TakingcorrectiveactionB.ChangesinprojectscopeC.TechnologicalstalematesD.BreakdownsincoordinationbetweenpeopleE.Alloftheserequirethesamelevelofmanagement2024/9/7Edward TongCopyright reserved Jinan University 256.Inconductingmeetingsaneffectiveprojectmanagerwilltak
25、etheroleofa:A.ParliamentarianB.MasterofceremoniesC.ConductorD.CattleherderE.Teacher2024/9/7Edward TongCopyright reserved Jinan University 267.Projectmanagersoftenfindthemselvesnegotiatingwithallthefollowingexcept:A.VendorsB.FunctionalmanagersC.ConsultantsD.CompetitorsE.Allofthesearecorrect2024/9/7Ed
26、ward TongCopyright reserved Jinan University 278.Groupssuchashumanresources,informationsystems,purchasingagents,andmaintenancearetypicallyclassifiedas:A.ProjectmanagersB.AdministrativesupportC.FunctionalmanagersD.ProjectsponsorsE.Customers2024/9/7Edward TongCopyright reserved Jinan University 289.Th
27、eclosestrelationshipsinaprojectnetworkofrelationshipsarewith:A.OtherprojectmanagersB.ProjectsponsorsC.TopmanagementD.CustomersE.Projectteammembers2024/9/7Edward TongCopyright reserved Jinan University 2910.Thesecondringinthenetworkofrelationshipsforprojectmanagersincludesallofthefollowingexcept:A.Ot
28、herprojectmanagersB.CustomersC.FunctionalmanagersD.TopmanagementE.Projectsponsors2024/9/7Edward TongCopyright reserved Jinan University 3011.Theouterringinthenetworkofrelationshipsforprojectmanagersincludesallofthefollowingexcept:A.OtherorganizationsB.CustomersC.ContractorsD.GovernmentagenciesE.Admi
29、nistrativesupport2024/9/7Edward TongCopyright reserved Jinan University 3112.Theold-fashionviewofmanagingprojectsemphasizedwhichofthefollowing?A.PlanningB.DirectingC.ControllingD.BothBandCarecorrectE.A,B,andCareallcorrect2024/9/7Edward TongCopyright reserved Jinan University 3213.Thenewperspectiveof
30、projectmanagementemphasizeswhichofthefollowing?A.FinancialcontrolB.ManagingprojectstakeholdersC.Schedule/costtradeoffsD.BothAandBarecorrectE.A,B,andCareallcorrect2024/9/7Edward TongCopyright reserved Jinan University 3314.Networksaremutuallybeneficialalliancesthataregenerallygovernedbythelawof:A.Sup
31、ply-demandB.BrooksslawC.ReciprocityD.AsqueakywheelE.Risk-reward2024/9/7Edward TongCopyright reserved Jinan University 3415.Intermsofcommonlytradedorganizationalcurrencies,vision,excellence,andethicalcorrectnessarepartof_relatedcurrencies.A.TaskB.PositionC.InspirationD.RelationshipE.Personal2024/9/7E
32、dward TongCopyright reserved Jinan University 3516.Intermsofcommonlytradedorganizationalcurrencies,resources,assistance,cooperation,andinformationarepartof_relatedcurrencies.A.TaskB.PositionC.InspirationD.RelationshipE.Personal2024/9/7Edward TongCopyright reserved Jinan University 3617.Intermsofcomm
33、onlytradedorganizationalcurrencies,acceptance,personalsupport,andunderstandingarepartof_relatedcurrencies.A.TaskB.PositionC.InspirationD.RelationshipE.Personal2024/9/7Edward TongCopyright reserved Jinan University 3718.Intermsofcommonlytradedorganizationalcurrencies,advancement,recognition,visibilit
34、y,andnetworksarepartof_relatedcurrencies.A.TaskB.PositionC.InspirationD.RelationshipE.Personal2024/9/7Edward TongCopyright reserved Jinan University 3819.Intermsofcommonlytradedorganizationalcurrencies,learning,ownership,andgratitudearepartof_relatedcurrencies.A.TaskB.PositionC.InspirationD.Relation
35、shipE.Personal2024/9/7Edward TongCopyright reserved Jinan University 3920.Inmappingdependenciesforaproject,theprojectmanagershould:A.OverestimateB.UnderestimateC.PreciselyestimateD.EitherBorCarecorrectE.Noneofthesearecorrect2024/9/7Edward TongCopyright reserved Jinan University 4021Whichofthefollowi
36、ngisusedatHewlett-Packardforbuildingrelationshipswithkeyplayersthatwilldetermineaprojectssuccess?A.MBOB.MBAC.GIGOD.MBWAE.PMI2024/9/7Edward TongCopyright reserved Jinan University 4122.IntheSnapshotfromPracticeManagingExpectations,oneofthekeyaspectstoprojectsuccesswasstatedtobethemanagingofstakeholde
37、r:A.RelationsB.ExpectationsC.InvolvementD.InfluenceE.Input2024/9/7Edward TongCopyright reserved Jinan University 4223.IntheResearchHighlight,AnconaandCaldwellidentifiedkeypatternsofactivitywhichcontributetocreatingahighperformanceteam.Whichofthefollowingisnotoneofthose?A.NegotiatorB.AmbassadorC.Task
38、coordinatorD.ScoutsE.Guard2024/9/7Edward TongCopyright reserved Jinan University 4324.Whichofthefollowingisnotoneoftheaspectsofleadingbyexample?A.PrioritiesB.EthicsC.UrgencyD.CooperationE.Power2024/9/7Edward TongCopyright reserved Jinan University 4425.Thetraitsofsuccessfulprojectmanagersincludeallo
39、fthefollowingexcept:A.PessimistB.ProactiveC.SkillfulpoliticianD.EffectivetimemanagementE.Personalintegrity2024/9/7Edward TongCopyright reserved Jinan University 4526.Unlikeprojectleadership,projectmanagementisaboutcopingwith:A.ChangeB.AligningpeopletoanynewdirectionsC.MonitoringresultsagainstplansD.
40、RecognizingtheneedtoalterplansE.Allofthesearepartofprojectmanagement2024/9/7Edward TongCopyright reserved Jinan University 4627.Inasurveyofprojectmanagers,approximatelywhatpercentagereportedthattheyencounteredethicalissuesintheirwork?A.22percentB.40percentC.65percentD.81percentE.100percent2024/9/7Ed
41、ward TongCopyright reserved Jinan University 4728.Thekeytoexercisinginfluenceis:A.TomakefewmistakesB.TobuildtrustC.TobuildanetworkoftoplevelpeopleD.TounderstandthepoliticalconnectionswithintheorganizationE.Tomakefriendswitheveryone2024/9/7Edward TongCopyright reserved Jinan University 4829.Whichofth
42、efollowingisnotoneofthedistinguishingtraitsofcharacter?A.OpennessB.ConsistencyC.EmpatheticD.SenseofpurposeE.Hardwork2024/9/7Edward TongCopyright reserved Jinan University 4930.Whichofthefollowingwouldbedefinedastheabilityorskilltoperceive,assessandmanagetheemotionsofonesselfandothers?A.EmotionalstabilityB.CoolnessunderpressureC.EmotionalintelligenceD.EmpathyE.Managementsensitivity2024/9/7Edward TongCopyright reserved Jinan University 50The end 2024/9/7Edward TongCopyright reserved Jinan University 51
