Project manager as leader
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The document discusses the role and responsibilities of a project manager as a leader. It emphasizes that effective project leadership requires understanding oneself, stakeholders, and leadership styles. A project manager must create a positive team environment through open communication, trust-building, risk-encouragement, and establishing consistency. They must also determine appropriate approaches to conflict resolution and lead high-performing virtual teams through challenges like cultural differences.
Project manager as leader
- 1. SARFRAZ ASHRAF UNIVERSITY OF SARGODHA GUJRANWALA CAMPUS Project Manager as a Leader (sarfrax.ashraf@gmail.com)
- 2. PROJECT MANAGER AS A LEADER ▪ It is very challenging part to handle the people team members, project champion, functional managers, and all stakeholders effectively managed to ensure project success ▪ Things will accidently go wrong and go right with proper planning ▪ Art and discipline approach use to lead project team
- 3. LAYING THE FOUNDATION ▪ Before leading others make a self-inventory by looking your own behavior in the mirror ▪ It provides valuable insight regarding your actions and your team members actions
- 4. UNDERSTANDING LEADERSHIP CHARACTERISTICS ▪ An improved understanding of yourself and your stakeholder will lead o more efficient communication and better project leadership decision 1. Ability to persuade, motivate and resolve conflicts 2. Avoid misalignment with stakeholders 3. Flexibility In behavior 4. 4. agile
- 5. UNDERSTANDING LEADERSHIP STYLES ▪ Many project fails when leaders insist stakeholders to adjust with their leadership styles, flexibility is needed to ensure project efficiency ▪ All of us have a Comport zone, it is easy to operate when behaving naturally ▪ An improved alignment among your leadership style and stakeholder behavioral characteristics is needed ▪ Chameleon
- 6. CREATING PROJECT CONSTITUENTS ▪ Project manager as a leader is a new concept ▪ In the past if the work was not completed team members or functional managers were called ▪ Time is changed now the project leader is integral part for the overall project success
- 7. CREATING CONSISTANCY IN WORKING RELATIONSHIPS ▪ Team members who can perform enthusiastically must needed to engender respect and trust ▪ Constituents must not needed to be perfect but requires consistency from their project leaders ▪ It is important to walk the talk and establish consistency in working relationship
- 8. ENCOURGING RISK TAKING & ELIMINATION OF FEAR OF FAILURE ▪ Risk taking must be encouraged and eliminate fear of failure, to perform the team at a high level ▪ Leverage everyone’s knowledge and capability to maximize members contribution to project ▪ Mistake are important opportunities you can learn from them as well as can mold your behavior
- 9. ESTABLISHING A POSITIVE CULTURE OF DISSENT ▪ All the titles left at the door ▪ It doesn’t mean to encourage conflicts ▪ Create an environment that encourages the exchange of ideas, opinion, free of threat of reprisal ▪ Yes peoples, may cause lose the real values of your constituents
- 10. PROJECT LEADERSHIP AND THE TEAM ENVIRONMENT ▪ Idea of the project manager as leader is a relatively new concept. ▪ In the recent past, team member roles, conflict-resolution strategies, and synergies were not considered
- 11. MOTIVATION ▪ As an effective project leader, you need to add an additional element—maximum performance. ▪ If you motivate the individuals, you motivate the team and establish the foundation for a high- performance environment. Conversely, an unmotivated project team will have difficulty in succeeding ▪ it is leaders job to keep the momentum going by knowing your team and ensuring high morale.
- 12. IDENTIFYING AND DEVELOPING TEAM MEMBER ROLES ▪ Identify danger zone where conflicts arise ▪ Opportunities to coordinate team members efforts ▪ Leverage teams combined efforts ▪ Promote synergy to maximized the team performance
- 13. DETERMINING THE APPROPRIATE APPROACH TO CONFLICT RESOLUTION ▪ Conflicts arise due to personality issue, conflicting priorities, stakeholders disagreement, tight schedules and technical issues ▪ Every leader have its own style to deal with the conflicts
- 14. CONTI.. SUSAN JUNDA FIVE APPROACHES 1. AVOIDANCE: Both avoid the conflict 2. ACCOMODATING: Focus to meet one person needs 3. COMPROMISING: Find the middle ground 4. COLLABORATING: Win-win scenario 5. COMPETING: Win-lose scenario
- 15. LEADING PROJECT STATUS MEETINGS 1.Status the work 2.Start on time; end on time. 3.Appoint a timekeeper to help you keep to your schedule. 4.Recruit a scribe to record and distribute meeting minutes. 5.Focus on participation to ensure that every voice is heard. 6.Do not allow extended sidebar discussions. 7.Ensure that all electronic devices are off or on vibrate
- 16. Conti.. 8.Establish meeting ground rules such as: • Minimum number of members • Consensus • All titles are left at the door • Confidentiality • One person speaks at a time.
- 17. WORKING WITH VIRTUAL TEAMS ▪ If your team resides in other buildings or is spread across the globe, you should identify your specific challenges and plan to overcome them ▪ Most virtual teams encounter blockages that are unique or that are much more likely in a geographically dispersed environment ▪ Add multicultural team members
- 18. THANK YOU▪ ANY QUESTIONS?