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Projectmanagement Skript 4 Übung 4
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- 1Leaders Vs. Managers?Managers have official titles in an organization
Leaders focus on interpersonal relationships rather
than administration - 2What do Project managers do:-acquire project resources
-motivate and build teams
- have a vision and fight fires
- communicate - 3Project are under funded for a variety of reasons:weak goals
no sponsor
requirements understated
insufficient funds
distrust between managers - 4Why is Communication important:project manager must maintain strong
contact with all stakeholders - 5Project meetings serve to:• update all participants
• increase understanding & commitment
• make decisions - 63 features of Effective Project Leaders:Flexibility
Communication
Teamwork - 72 important skills of good leaders:Alignment(Anpassung)
time Skills - 8What are Project Champions?Champions are fanatics in the single-minded pursuit of
their ideas.
EX: entrepreneurs, sponsors, project managers - 9flow chartvBuilding the Project Team:
- 103 features of Effective Project Teams:Trust
Clear Sense of Mission
Results Orientation - 113 Reasons Why Teams Fail:unclear goals
Poor communication
Poorly defined project team roles - 12The 5 Stages in Group Development:1. Forming – members become acquainted
2. Storming – conflict begins
3. Norming – members reach agreement
4. Performing – members work together
5. Adjourning – group disbands - 133 key factors for Building High-Performing Teams:Make the project team tangible(standfest)
Reward good behavior
Develop a personal touch - 14Virtual Project Teams use electronic media to link members of a geographically dispersed project team Ex: Spotify How Can Virtual Teams Be Improved?Use face-to-face communication when possible
Don’t let team members disappear
Establish a code of conduct - 15Conflict Management Conflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours 2 Sources of ConflictOrganizational
Interpersonal - 163 Conflict Resolutions: Conflict is often evidence of progress!Mediate
Accept
Control - 17What is Negotiation?When a manager
uses influence productively - 183 Questions to Ask Prior to Entering a Negotiation1. How much power do I have?
2. What sort of time pressures are there?
3. Do I trust my opponent? - 19steps of Negotiation:1. Separate the people from the problem
2. Focus on interests, not positions
3. Invent options for mutual gain - 20How do the duties of project managers reinforce the role of leadership?-Managers lead the team towards goal
-they motivate team members towards goal
-Alignment: team members must be alligned with overall vision of project
-Comunication is key of allignment
-managers must create interpersonal relationships with top managers and team - 21Discuss the concept of emotional intelligence as it related to the duties of project managers. Why are the five elements of emotional intelligence critical to successful project management?-emotional intelligence important for relationship building
-5 elements: -awareness of own strenghts
-reglate own behavior
-motivation for progress
-appreciationg others
-manage relationships with others
-Necessary in crisis situations
-getting the right poeple to do the right things
-keep harmonious relationships between managers and team members - 22The five elements of emotional intelligence:self-awareness,
self-regulation,
motivation,
empathy
social skills - 23Describe the five types of Power and give an example to each one of them in the context of project management:
- 24Describe the five methods of conflict resolution and give an example for each on of them.
- 25The team development process includes Form, Storm, Norm, Perform. Please describe these Steps in Your own words.
- 26Case Study - Problems with John As the team leader, you have weighed the pro’s and con’s of all options and prepared a presentation to management on how to address this problem. What do you suggest?This is a good question to get discussion started because it allows the
instructor to create a chart with pro’s on one side of the ledger and con’s on
the other. The case cites five different options that management has
identified, so there is a good starting point. Students can be asked to offer
both positive and negative comments on the situation and John’s behavior
as a first step toward a more complete analysis of what the problems are
and how best to deal with them. Next, students can be asked if there are
alternative options that top management has not considered and if so, the
benefits and drawbacks of each of these options. - 27Consider each of the above options. If you were to select it, develop an argument to defend your position.`?
- 28What specific leadership behaviors, mentioned in this chapter, are most relevant to addressing and resolving the problems with John?Several leadership behaviors come to mind, most centered around the need for good
interpersonal skills, an understanding of motivation (especially equity and expectancy
theories), the leader needs personal credibility, the ability to think of creative solutions
(“outside the box” options), and mostly the leader must have the personal integrity to
be honest and straightforward with John – to demonstrate an understanding of John’s
behavior, a willingness to consider why it is occurring, and the honesty to show him
that if it continues, it will necessitate consequences. - 29Case Study 6.2: The Bean-Counter and the Cowboy A common theme with multi-functional project teams is a lack of appreciation for the duties of people from other departments In this case, there are some clear signs of antagonism between Neil, the finance person and Susan, from MarketingThe terms
“bean-counter” and “cowboy,” have been, in fact, coined by these people to refer to
members of the other functions - 30Was the argument today between Neil and Susan the true conflict or a symptom? What evidence do you have to suggest it is merely a symptom of a larger problem?The interaction is evidence of more deep-rooted antagonisms between Neil and
Susan and reflects a fundamental lack of appreciation for what each person brings to
the project. Not only does each person view their own contributions as important,
they minimize the value added by the other. Neil clearly resents the activities
(including trips) that are part of Susan’s job and feels that she is not committed to the
project due to frequent absences. Susan is defensive about this, citing the fact that
her job does require extended periods where she is likely to miss meetings. - 31Develop a conflict management procedure for your meeting in 30 minutes. Create a simple script to help you anticipate the comments you are likely to hear from both parties.Students can be asked to role-play the part of either Neil or Susan as they respond to
this question. The instructor should assign one person (or group) to serve as the
project manager and two others to adopt the conflicting personalities. Because the
issue has flared up, it is likely that tempers will still be high when they meet with the
project manager;
thus, a script should anticipate more give-and-take between the two individuals and
consider at what points it makes sense to intervene, how far to allow them to express
their opinions, and exactly what should be said to them to get something positive out
of the conflict.
As it has come to an open confrontation, a script for conflict resolution has to
recognize that there are egos involved. - 32Which conflict resolution style is warranted in this case? Why? How might some of the other resolution approaches be inadequate in this situation?This question requires students to think in terms of others and their likely responses to
various behaviors. Should the project manager develop an approach that leads to
confrontation? If so, what will be the outcome? First, confrontation techniques take
time; therefore, a meeting with these two people should be given sufficient time for the
issues to come out and then for resolution to occur. Should the project manager
arbitrate the conflict? Ignore it? Each of these options must be explored and the
downside addressed. Usually, by the time an open confrontation has occurred, the
more benign approaches such as ignoring or accepting it may no longer be viable
options.
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- Beschreibung
- Projectmanagement
- Erstellt von
- Lukas Berger · Jul 2017
- Aktualisiert
- 2 Jul 2017
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