Leadership in Project Management: Leading People and Projects to Success

Description

Project management is a combination of art and science, leadership and management. Various textbooks cover well the science part - the methodologies, tools, templates and techniques for planning and running projects. This represents the 'hard skills' side of project management. The textbook in front of you focuses, uniquely, on the art and leadership aspects - working with people, teams and organizations to achieve project success. This represents the 'soft skills' side of project management. Increasingly, leadership is considered to account for the difference between project success and failure in many instances. It includes being a good team leader, of course, but also a role model, an influencer with stakeholders, an entrepreneur, a cheerleader and project change agent. It requires superior soft skills in communications, inspiration, conflict management, influence and organizational change management, among others. It is built on a foundation of ethics and integrity. It depends on insight into the organizational strategy, structure and culture. All of this and more is covered in this textbook. This textbook is designed to make you a stronger, more effective project leader. It includes activities, organization snapshots, tools, review questions and other resources to help you understand, practice and apply the concepts and approaches presented. The second edition introduces various additions and improvements in the content, an expanded set of resources, additional research perspectives and colour illustrations. It has also been updated to be consistent with the Project Management Institute's Guide to the Project Management Body of Knowledge, 5th Edition. Cover......Page 1 Title Page......Page 2 PREFACE to the Second Edition......Page 6 About the Authors......Page 9 BRIEF CONTENTS......Page 10 CONTENTS......Page 11 Part I - LEADERSHIP AND ORGANIZATIONAL CONTEXT......Page 16 Chapter 1 - Vision, Strategy and Project Management......Page 17 Learning Objectives......Page 18 Vision......Page 19 Mission......Page 21 Values......Page 23 Project Team Values Statements......Page 27 Strategy Lays the Path for an Organization to Achieve Its Vision and Mission......Page 29 Strategic Planning......Page 30 The Balanced Scorecard as a Strategic Planning and Execution Framework......Page 33 Organization Snapshot: Regional Airline Balanced Scorecard......Page 38 Portfolios, Programs and Projects Enable a Successful Strategy Implementation......Page 39 Organization Snapshot: Canada Post......Page 43 ‘On-Strategy’ Is the Fourth Dimension of the ‘Iron Triangle’......Page 44 Chapter Summary......Page 46 Activities......Page 47 Tools......Page 48 Review Questions......Page 49 Key Terms......Page 50 Additional Resources......Page 51 References......Page 52 Chapter 2 - Project Management Maturity and the Project Management Office......Page 54 Learning Objectives......Page 55 Organization Project Management Maturity Maximizes Investment, Achieving Business Strategic Objectives......Page 56 PMM Models Can Help Determine Current State Organization Maturity and Help Chart the Steps for Improvement......Page 60 Organization Snapshot: Ontario Public Service (OPS)......Page 64 The PMO Enhances Organizational Project Management Maturity and Facilitates the Strategic Tie-In......Page 68 Organization Snapshot: Canadian Northern Development Agency PMO......Page 70 PMO Strategic Tie-In......Page 71 Organization Snapshot: Central East LHIN......Page 74 Activities......Page 77 Tools......Page 78 Review Questions......Page 79 Key Terms......Page 81 Additional Resources......Page 82 References......Page 83 Chapter 3 - Organizational Structure......Page 84 Learning Objectives......Page 85 Strategy Follows Structure, Structure Supports Strategy......Page 86 Organization Snapshot: HP......Page 89 Organizational Structure Helps or Hurts Project Success......Page 90 Functional Structure......Page 91 Projectized Structure......Page 94 Matrix Structure......Page 96 Insights and Trends on Structure......Page 101 Organization Snapshot: BC Environmental Assessment Office......Page 103 One More: The Flat Structure......Page 106 Chapter Summary......Page 107 Activities......Page 108 Tools......Page 109 Review Questions......Page 110 Additional Resources......Page 113 References......Page 114 Chapter 4 - Organizational Culture......Page 116 Learning Objectives......Page 117 Organizational Culture Plays One of the Largest Roles in Achieving Project Success......Page 118 Organization Snapshot: Walt Disney......Page 123 Schneider Model of Organizational Culture......Page 126 Denison Model of Organizational Culture......Page 132 Hofstede et al’s Ten Dimensions of Organizational Culture......Page 134 Alignment Between Strategy, Culture and Leadership Is Critical......Page 136 Organization Snapshot: WestJet......Page 138 Creating a Productive Project Team Culture......Page 142 Chapter Summary......Page 145 Activities......Page 146 Tools......Page 147 Review Questions......Page 148 Key Terms......Page 150 Additional Resources......Page 151 References......Page 152 Part II - LEADERSHIP AND PROJECT TEAMS......Page 154 Chapter 5 - You as a Leader......Page 155 Learning Objectives......Page 156 What Are the Most Important Leadership Traits for Achieving Project Success?......Page 157 Sources of Leadership Power......Page 158 Leadership Attributes and Project Success......Page 161 Elements of Effective Leadership......Page 163 Leadership Points of View......Page 166 Leadership, Motivation and the Project Manager......Page 170 McGregor’s ‘Theory X’ and ‘Theory Y’......Page 172 Maslow’s ‘Hierarchy of Needs’......Page 173 Herzberg’s ‘Motivation-Hygiene’ Theory......Page 175 How Are Leadership and Management Different?......Page 177 Situational Leadership......Page 181 Organization Snapshot: New Zealand Army......Page 184 Your Role as a Project Leader......Page 186 Chapter Summary......Page 189 Activities......Page 190 Tools......Page 191 Review Questions......Page 192 Key Terms......Page 194 References......Page 195 Chapter 6 - Ethical Leadership......Page 198 Learning Objectives......Page 199 What Is Ethics and Ethical Leadership?......Page 200 4-V Model of Ethical Leadership......Page 203 Organization Snapshot: NASA Space Shuttle Challenger Disaster......Page 206 Becoming an Ethical leader - It Starts with You!......Page 209 Ethics in Project Management......Page 211 PMI’s Code of Ethics and Professional Conduct......Page 214 Core Value 1......Page 216 Core Value 3......Page 217 Core Value 4......Page 218 Chapter Summary......Page 219 Activities......Page 220 Review Questions......Page 221 Additional Resources......Page 224 References......Page 225 Chapter 7 - Building a High Performance Team......Page 226 Learning Objectives......Page 227 Defining a Project Management Team and Building Team Spirit......Page 228 Forming......Page 230 Storming......Page 232 Performing......Page 233 Adjourning......Page 234 Clarify Roles and Responsibilities Using RACI......Page 238 Assess Team Effectiveness Using GRPI......Page 241 Understand Team Dynamics Using MBTI......Page 246 Obtain Structured Team Feedback Using Plus/Delta......Page 250 Promoting Team Collaboration Through Effective Delegation......Page 252 Balance Team Contribution Using Round Robin......Page 255 Managing Conflicts and Negotiations in Projects......Page 256 Managing Conflict Is a Combination of Hard and Soft Skills......Page 258 Organization Snapshot: Google......Page 262 Negotiation and Conflict Resolution......Page 264 Chapter Summary......Page 268 Activities......Page 269 Tools......Page 270 Review Questions......Page 271 Key Terms......Page 273 Additional Resources......Page 275 References......Page 276 Chapter 8 - Stakeholder Management......Page 278 Learning Objectives......Page 279 Project Success Requires Managing a Vast Web of Stakeholders......Page 280 Organization Snapshot: Bank of Montreal......Page 283 Living with Project Politics......Page 284 Building and Strengthening the Sponsor Relationship......Page 286 Key Attributes of a Great Sponsor......Page 288 Developing a Sponsor-PM Partnership......Page 291 Resolving Sponsor Challenges......Page 294 The Cycle of Stakeholder Engagement - The ‘Hard’ Side of Stakeholder Management......Page 297 Conducting Stakeholder Analysis......Page 300 Chapter Summary......Page 309 Activities......Page 311 Tools......Page 312 Review Questions......Page 313 Key Terms......Page 315 Review Answers......Page 316 References......Page 317 Chapter 9 - Communication Management......Page 318 Learning Objectives......Page 319 Communication and Leadership Go Hand in Hand......Page 320 Organization Snapshot: Asian National Petroleum Companies in Western Canada......Page 328 Great Leaders Are Great Communicators: Honing Your Most Critical Skill......Page 332 Running Effective Meetings......Page 337 Effective Communication Competencies and Having Difficult Conversations......Page 341 Communication Behaviours and Styles......Page 343 Delivering Effective Presentations......Page 344 Managing Communication Complexity in Virtual Teams......Page 346 Developing Effective Virtual Teams......Page 350 Best Practice "Netiquette"......Page 356 Activities......Page 360 Review Questions......Page 363 Key Terms......Page 365 Additional Resources......Page 367 References......Page 368 Part III - LEADERSHIP AND PROJECT EXECUTION......Page 370 Chapter 10 - Change Management......Page 371 Learning Objectives......Page 372 The Psychology of Change Management - Project Success Depends on Change......Page 373 People Embrace Change Differently......Page 374 Organization Snapshot: CN Rail......Page 381 Managing Change Execution - The Hard Side of Change Management......Page 387 Kotter‘s Eight-Step Change Management Model......Page 388 Lewin‘s Change Management Model......Page 391 Change Management - Before, During and After Change......Page 392 Organization Snapshot: Converting a War Room into Change Headquarters......Page 397 Integrating Project and Change Management......Page 398 Change Management Success......Page 402 The PM as a Change Agent - How Do You Effectively Lead Change Management?......Page 404 Leadership Styles for Implementing Change......Page 408 Chapter Summary......Page 411 Activities......Page 412 Review Questions......Page 413 Key Terms......Page 415 Review Answers......Page 417 References......Page 418 Chapter 11 - Success and Closure......Page 420 Learning Objectives......Page 421 Does Project Success Go Beyond Timely Delivery Within Project Constraints?......Page 422 The Soft Side of Project Closure......Page 428 Organization Snapshot: Tim Hortons......Page 436 Recovering a Troubled Project When Failure Is Not an Option......Page 440 Best Practices to Recover a Troubled Project......Page 441 Project Termination Models......Page 448 Closure and Benefits Realization......Page 449 Organization Snapshot: Bank of Montreal......Page 450 Chapter Summary......Page 452 Activities......Page 453 Review Questions......Page 454 Key Terms......Page 456 Additional Resources......Page 458 References......Page 459 INDEX......Page 461