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

3. INTENTIONAL
LEADERSHIP

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

12. Gre
But h

13. INTENTIONAL
PROJECT
LEADERSHIP

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.

24. The Project
Leadership
Hierarchy

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

37. COMMUNICATE
INTENTIONALLY

38. Leading Intentionally
Communicate Intentionally

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