Flashcards
Charpter 3 - The role of the PM
Cards in this deck (30)
- 1Tailoring the PM Rolecan be adapted to the organizational culture, just like the project mngmnt processes can be adapted to fit project needs
- 2Project managerthe person assigned to lead the team that is responsible for achieving the project objectives
- 3The PM role- represent multiple groups/BUs
- plan, coordinate and deliver the project
- communicate
- lead the project team composed of different roles and functions
- accountable for the product produced by the team - 4PM responsibilities- to come up with the vision, mission and objective, together with the project lead (sponsor)
- have a hollistic view and general knowledge of the topic
- conduct the project team and don't play every role in it (leadership, planning and coordination) - 5Project leadBusiness sponsor. Person actually accountable for the defined mission, vision and project objectives
- 6When a PM is involved in a projectit depends greatly on the organizations' definition of this role but it can be:
- from initiation through closing
- prior to initiating a project, to understand the needs and/or create documents
- only after a project has been declared a project - 7difference between PM and Functional managerFunctional managers supervise a functional team or BU while the PM leads the project team to meet stakeholder's expectations. The PM can partner with functional managers but don't have the same attributions
- 8a good PM-establishes and maintains good relationships
-communicates effectively
-has a positive attitude, being able to motive the team to reach the goals set - 9Project manager's sphere of influence - huge impact at various levels
- 10Project teameveryone actively involved in the project, from sponsors to resources doing the work
- 11PM works to- influence the direction of a project
-lead the team to meet the project objective
-proactively interacts with the other project managers
-stays informed about current industry trends
-continues knowledge transfer and integration
-elevates the capacity and competency of project management overall in the organization
-demonstrate project management value
-elevate project management acceptance and PMO effectiveness - 12PMI Talent Trianglecombination of technical project management, leadership and business intelligence skills and competencies to support strategic objectives that contribute to project success
- 13Technical project managementknowledge, skills, and behaviors related to project, program and portfolio-specific domains.
- 14Leadershipknowledge, skills, and behaviors of leaders that help an organization to achieve its objectives. The PM must use power and politics to do what needs to get done. He should understand the organization modus-operands
- 15strategic and business managementknowledge and expertise in the industry or organization that enhances performance and better delivers business outcomes. It's important to be conscious of personal expertise and where/when required to find and SME for support.
- 16Qualities and skills of a leader-visionary
-optimistic and positive
-collaborative
-manages relationships and conflicts
-communicates
-guides based on discussion - 17leadership and management differences - PM must employ both to be successful
- 18leadership styles-laissez-faire
-transactional
-servant leader
-transformational
-charismatic
-interactional - 19laissez-fairehands-off style. Allowing the team to make their own decisions
- 20transactionalManagement by exception. focus on goals, feedback, and accomplishments to determine reward
- 21servant leaderleadership is secondary and emerges after service. Demonstrates commitment to serve and focus on other people's growth and development
- 22transformationalempowering. leads through idealized attributes and behaviors. Motivates
- 23charismatichigh energy able to inspire, self confident
- 24interactionalcombination of all, except laissez-faire and servant leader
- 253 levels of integration-process:
-cognitive
-context
when approaching the integration of a project the PM should consider elements in and outside the project and examine its characteristics - 26Integration on the process levela set of process and activities are taken to achieve the project objective
- 27Integration on the cognitive leveltake into consideration project size, complexity and organizational culture
- 28Integration on the context levelthinking about how the context of the project could change over time with different perspectives
- 293 dimensions of complexity-system behavior
-human behavior
-ambiguity - 30—
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- Description
- key concepts and terms about the PM role
- Created by
- kelly nascimento
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