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INTENTIONAL
PROJECT LEADERSHIP
Franklin A. Holtforster
B.A.Sc., P.Eng., PMP, LEED AP
President and CEO
Colliers Project Leaders Inc.
613 820 6610 ext. 222
fholtforster@colliersprojectleaders.com
Even if you’re on
the right track,
you get run over
if you just sit there.
WILL ROGERS
INTENTIONAL
LEADERSHIP
Leadership
The relationship between those who aspire to
lead and those who choose to follow.
Intentional Leadership
The course of action taken by one who
aspires to lead, whose objective is to influence
others to choose to follow.
Lead, follow, or get out of the way.
Thomas Paine
Characteristics of an Effective Leader
What are the characteristics that are most looked for
and admired in a leader - someone under whose
direction you would willingly follow?
The Leadership Challenge
Kouzes and Posner
7
an effective leader?
What we say we need…
• Honest
• Forward Looking
• Inspires and Motivates
• Competent
• Intelligent
8
Characteristics Of An Effective Leader
an effective leader?
What we say we get…
• Honest
• Forward Looking
• Competent
• Intelligent
9
Characteristics of an Effective Leader
an effective leader?
What we say is MISSING…
• Inspire and Motivate
10
Characteristics of an Effective Leader
Inspiration and Motivation
• are what your followers want
• will increase your influence and make you effective
• will cost nothing
• are easy
• will make your role more enjoyable
11
Characteristics of an Effective Leader
Gre
But h
INTENTIONAL
PROJECT
LEADERSHIP
14
Leaders ask “why?”, in order to compare
the merits of the “how” and the “what”.
Managers ask “how?” and “what?”, having
been told “why”.
15
A person who knows “how” will always have a job.
A person who knows “why” will always be their boss.
Project Leadership
16
Why Project Management?
To deliver project success.
Project Leadership
17
When is a Project a success?
Project Leadership
18
When is a Project a success?
If you don’t know, then how do you
direct your effort?
Project Leadership
19
When is a Project a success?
A Project succeeds
when it satisfies all
of the needs to which
it is subject.
Project Leadership
20
Where have we heard that?
…from PMI:
Quality = the totality of characteristics that
bear on a Project’s ability to meet stated and
implied needs.
Project Leadership
21
When is a Project a success?
When it realizes its
Quality objective.
Project Leadership
22
What is the objective of a Project
Manager?
To realize the project’s Quality objective.
Project Leadership
23
What is the objective of a Project
Leader?
To inspire and motivate the project
team to realize the project’s identified
and understood Quality objectives.
The Project
Leadership
Hierarchy
Quality Management
25
Leadership
 Why? Identify and understand “the totality of
characteristics that bear on the Project’s ability to
meet stated or implied needs”.
Management
 How? Identify and implement a plan to achieve quality
objectives.
 What? Demand evidence of both quality assurance and
quality control measures to ensure quality compliance.
Leadership
 Why? To increase the probability that the
Project’s Quality objective will be realized.
Management
 How? Recognize that risk management improves
the chances of project success, and that risk is
inherent to the project.
 What? Risk management as a sequential effort:
risk identification, qualitative and quantitative
analysis, response planning and control.
Risk Management
26
Scope
27
Leadership
 Why? To identify that which is required to
satisfy the project’s purpose.
Management
 How? Scope management plan
 What? Progressive scope planning, definition,
verification and change control.
 How? Assume responsibility to control scope
 What? Assess whether a change is approved, decide
whether it should advance, and reject changes until
authorized
Time
Leadership
 Why? To understand the relationship between the
schedule requirement and the project objective.
Management
 How? Develop a schedule through activity
definition, sequencing, duration
estimating, scheduling.
 What? Control through continuous
monitoring of the work that is
not yet complete.
Cost
29
Leadership
 Why? To understand the spending that is
justified by the business case.
Management
 How? Develop a project cost plan through sequential
resource planning, cost estimating, budgeting and cost
control.
 What? Control project cost though continuous
monitoring of the work that has yet to be contracted.
 Reporting: budget, currently committed, estimated cost to
complete, variance.
Human Resources
30
Leadership
 Why? Ensure the project is equipped to
succeed.
Management
 How? Identify the requirement: stipulate the job
descriptions, establish the expertise and experience
requirements.
 What? Engage the required
resources, develop organizational
plan, define roles and
responsibilities.
Communications
31
Leadership
 Why? To understand and satisfy the
Client’s information requirements.
Management
 How? Implement a communication management
plan involving communications planning,
information distribution, performance
reporting, and communications closure.
Procurement
32
Leadership
 Why? Determine the Client’s delivery constraints.
Management
 How? Know the alternatives:
 their merits
 their shortcomings
 the contracts required to implement the
methodology
 their impact on the Project:
owner, consultant, PM and stakeholders
Lead manage coordinate
33
Scope
 Does whatever the Client says.
 Receives advice of changes that have already
happened.
Time
 Writes a plan, then waits to see
what happens next.
Cost
 Writes a budget, then adds up the
expenditures and compares them to the budget.
Lead manage coordinate
34
Quality
 Checks results to monitor outcome.
Human Resources
 Prepares a resource directory.
Communication
 Forwards information as it arrives.
Integration
 Tracks the historical facts using schedules, cost logs and change logs.
Lead me, follow me, or get the hell out
of my way.
George S. Patton
An Effective Leader? - The Opportunity
Honesty
Forward Looking
Inspire and Motivate
Competent
Intelligent
36
COMMUNICATE
INTENTIONALLY
Leading Intentionally
Communicate Intentionally
Motivate and Inspire
Effective Public Speaking
39
Motivate and Inspire
Engage Your Team
Get up
Get out of your office
Engage
Discuss
Learn
Inform
Influence
Motivate and Inspire
40
Motivate and Inspire
Know Your Value Proposition
“You know how projects often go to hell?
Well mine don’t.
I inspire and motivate project teams to deliver success.
My title says Project Manager.
But really, I’m a Project Leader.
How can I can help you?”
41
Motivate and Inspire
Build Your Network
When engaging strangers, get them to tell their story….
Where are you from?
Were you born there?
Are your parents from ________?
When did you move?
Why did you move?
…while searching for something you share
42
Exercise: Meeting & Greeting
Meet the person sitting next to you
by encouraging them to tell their story….
Where are you from?
Were you born there?
Are your parents from ________?
When did you move?
Why did you move?
…while searching for something you share.
Then be prepared to introduce your new friend!
43
He who stops being better stops being
good.
- Oliver Cromwell
Nothing in this world can
take the place of persistence.
Talent will not:
nothing is more common than unsuccessful men with talent.
Genius will not:
unrewarded genius is almost a proverb.
Education will not:
the world is full of educated derelicts.
Persistence and determination alone are
omnipotent. - Calvin Coolidge
Thank you for your attention.
Intentional Project
Leadership
Franklin A. Holtforster
B.A.Sc., P.Eng., PMP, LEED AP
President and CEO
Colliers Project Leaders Inc.
613 820 6610 ext. 222
fholtforster@colliersprojectleaders.com

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Intentional Project Leadership - Franklin Holtforester - Soirée corporative du PMI-Montréal

  • 1. INTENTIONAL PROJECT LEADERSHIP Franklin A. Holtforster B.A.Sc., P.Eng., PMP, LEED AP President and CEO Colliers Project Leaders Inc. 613 820 6610 ext. 222 fholtforster@colliersprojectleaders.com
  • 2. Even if you’re on the right track, you get run over if you just sit there. WILL ROGERS
  • 4. Leadership The relationship between those who aspire to lead and those who choose to follow.
  • 5. Intentional Leadership The course of action taken by one who aspires to lead, whose objective is to influence others to choose to follow.
  • 6. Lead, follow, or get out of the way. Thomas Paine
  • 7. Characteristics of an Effective Leader What are the characteristics that are most looked for and admired in a leader - someone under whose direction you would willingly follow? The Leadership Challenge Kouzes and Posner 7
  • 8. an effective leader? What we say we need… • Honest • Forward Looking • Inspires and Motivates • Competent • Intelligent 8 Characteristics Of An Effective Leader
  • 9. an effective leader? What we say we get… • Honest • Forward Looking • Competent • Intelligent 9 Characteristics of an Effective Leader
  • 10. an effective leader? What we say is MISSING… • Inspire and Motivate 10 Characteristics of an Effective Leader
  • 11. Inspiration and Motivation • are what your followers want • will increase your influence and make you effective • will cost nothing • are easy • will make your role more enjoyable 11 Characteristics of an Effective Leader
  • 14. 14 Leaders ask “why?”, in order to compare the merits of the “how” and the “what”. Managers ask “how?” and “what?”, having been told “why”.
  • 15. 15 A person who knows “how” will always have a job. A person who knows “why” will always be their boss.
  • 16. Project Leadership 16 Why Project Management? To deliver project success.
  • 17. Project Leadership 17 When is a Project a success?
  • 18. Project Leadership 18 When is a Project a success? If you don’t know, then how do you direct your effort?
  • 19. Project Leadership 19 When is a Project a success? A Project succeeds when it satisfies all of the needs to which it is subject.
  • 20. Project Leadership 20 Where have we heard that? …from PMI: Quality = the totality of characteristics that bear on a Project’s ability to meet stated and implied needs.
  • 21. Project Leadership 21 When is a Project a success? When it realizes its Quality objective.
  • 22. Project Leadership 22 What is the objective of a Project Manager? To realize the project’s Quality objective.
  • 23. Project Leadership 23 What is the objective of a Project Leader? To inspire and motivate the project team to realize the project’s identified and understood Quality objectives.
  • 25. Quality Management 25 Leadership  Why? Identify and understand “the totality of characteristics that bear on the Project’s ability to meet stated or implied needs”. Management  How? Identify and implement a plan to achieve quality objectives.  What? Demand evidence of both quality assurance and quality control measures to ensure quality compliance.
  • 26. Leadership  Why? To increase the probability that the Project’s Quality objective will be realized. Management  How? Recognize that risk management improves the chances of project success, and that risk is inherent to the project.  What? Risk management as a sequential effort: risk identification, qualitative and quantitative analysis, response planning and control. Risk Management 26
  • 27. Scope 27 Leadership  Why? To identify that which is required to satisfy the project’s purpose. Management  How? Scope management plan  What? Progressive scope planning, definition, verification and change control.  How? Assume responsibility to control scope  What? Assess whether a change is approved, decide whether it should advance, and reject changes until authorized
  • 28. Time Leadership  Why? To understand the relationship between the schedule requirement and the project objective. Management  How? Develop a schedule through activity definition, sequencing, duration estimating, scheduling.  What? Control through continuous monitoring of the work that is not yet complete.
  • 29. Cost 29 Leadership  Why? To understand the spending that is justified by the business case. Management  How? Develop a project cost plan through sequential resource planning, cost estimating, budgeting and cost control.  What? Control project cost though continuous monitoring of the work that has yet to be contracted.  Reporting: budget, currently committed, estimated cost to complete, variance.
  • 30. Human Resources 30 Leadership  Why? Ensure the project is equipped to succeed. Management  How? Identify the requirement: stipulate the job descriptions, establish the expertise and experience requirements.  What? Engage the required resources, develop organizational plan, define roles and responsibilities.
  • 31. Communications 31 Leadership  Why? To understand and satisfy the Client’s information requirements. Management  How? Implement a communication management plan involving communications planning, information distribution, performance reporting, and communications closure.
  • 32. Procurement 32 Leadership  Why? Determine the Client’s delivery constraints. Management  How? Know the alternatives:  their merits  their shortcomings  the contracts required to implement the methodology  their impact on the Project: owner, consultant, PM and stakeholders
  • 33. Lead manage coordinate 33 Scope  Does whatever the Client says.  Receives advice of changes that have already happened. Time  Writes a plan, then waits to see what happens next. Cost  Writes a budget, then adds up the expenditures and compares them to the budget.
  • 34. Lead manage coordinate 34 Quality  Checks results to monitor outcome. Human Resources  Prepares a resource directory. Communication  Forwards information as it arrives. Integration  Tracks the historical facts using schedules, cost logs and change logs.
  • 35. Lead me, follow me, or get the hell out of my way. George S. Patton
  • 36. An Effective Leader? - The Opportunity Honesty Forward Looking Inspire and Motivate Competent Intelligent 36
  • 39. Motivate and Inspire Effective Public Speaking 39
  • 40. Motivate and Inspire Engage Your Team Get up Get out of your office Engage Discuss Learn Inform Influence Motivate and Inspire 40
  • 41. Motivate and Inspire Know Your Value Proposition “You know how projects often go to hell? Well mine don’t. I inspire and motivate project teams to deliver success. My title says Project Manager. But really, I’m a Project Leader. How can I can help you?” 41
  • 42. Motivate and Inspire Build Your Network When engaging strangers, get them to tell their story…. Where are you from? Were you born there? Are your parents from ________? When did you move? Why did you move? …while searching for something you share 42
  • 43. Exercise: Meeting & Greeting Meet the person sitting next to you by encouraging them to tell their story…. Where are you from? Were you born there? Are your parents from ________? When did you move? Why did you move? …while searching for something you share. Then be prepared to introduce your new friend! 43
  • 44. He who stops being better stops being good. - Oliver Cromwell
  • 45. Nothing in this world can take the place of persistence. Talent will not: nothing is more common than unsuccessful men with talent. Genius will not: unrewarded genius is almost a proverb. Education will not: the world is full of educated derelicts. Persistence and determination alone are omnipotent. - Calvin Coolidge
  • 46. Thank you for your attention. Intentional Project Leadership Franklin A. Holtforster B.A.Sc., P.Eng., PMP, LEED AP President and CEO Colliers Project Leaders Inc. 613 820 6610 ext. 222 fholtforster@colliersprojectleaders.com