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A Training Course by PMT NZ Ltd

2. PMT LTD. NZ
This Course is provided by
Project Management Training
(PMT Ltd. NZ)
For customized quality solutions, contact
PMT NZ General Office, (ph +64 09 921 1234 )
PB 92006
Auckland 1020 ,NZ

3. • If you are interested in leadership and how it affects
you and your project.
• If you plan to lead a project or are already in a
leadership position.
• If you are interested in developing yourself to meet
the challenges you will confront in a project
management role… then

4. LEADERSHIP IN PROJECT MANAGEMENT
Concept and Definition
Impact of Leadership on Projects
Leaders vs. Managers
Effective Project Management Skills
In this course …

5. The PMBOK Guide ®:
Warren Bennis :
CONCEPT AND DEFINITION

6. 1. Transactional Leaders
guide motivate
1. Transformational Leaders
inspire

7. Effective
Project
Leadership
Communicating
Influencing
Visioning Decision making and
problem solving
Strategizing Team Building
Empowering

8.  May well under-perform,
 May miss strategic opportunities,
 Stifle innovation,
 Underutilize team members,
 Fall short of its project goals, quality,
performance and productivity
Impact of Leadership on Projects
A project without positive leadership :

9. Stakeholders and investors in
particular recognize the importance
of business leadership when they
say that a “good leader can make a
success of a weak business plan,
but that a poor leader can ruin
even the best plan.”
© 2005 D. Quinn Mills – The Importance of Leadership

10. Basic ingredients of
Positive Leadership.
This web of relationships
with stakeholders and
interested parties requires
exceptional management
skills to:
- Communicate
- Organize
- Build trust
PM’s role is one of the most challenging jobs in any organization, because
it requires broad understanding of the various areas that must be
coordinated and requires strong interpersonal skills.
Project
manager
Functional
managers
Administrative
support
Project
managers
Project
sponsors
Top
management
Customers
Other
organizations
Government
agencies
Contractors

11. • Accepting a position as a
project manager also means
accepting the responsibilities
of a .
• Authority doesn’t equal
.
• Being an effective Project
Manager involves managing
a much more complex and
expansive set of interfaces
with different groups of
stakeholders.
the Project Manager
organizes, communicates, inspires
and leads the
project community
project community and stakeholders

12. LEADERS VS. MANAGERS
• Vision
• Selling what and why
• Longer range
• People and human nature
• Democracy
• Enabling
• Developing
• Challenging
• Originating
• Innovating
• Directing
• Policy
• Flexibility
• Horizon
• Goals and objectives
• Telling how and when
• Shorter range
• System, resources and structure
• Autocracy
• Restraining
• Maintaining
• Conforming
• Imitating
• Administrating
• Controlling
• Procedures
• Consistency
• Bottom line
Managers focus on Leaders focus on

13.  Managers do things right, Leaders do the
right things.
 Management is science, leadership is art,
They are two different talents.
 Managers deal with their team as resources,
leaders deal with their people as humans.
 Managers have subordinates, leaders have
followers.

14. Not every manager is a leader, and not every leader is a manager.
Leaders Managers
Leadership is art,
Management is science
Project
Managers

15. Example of a manager and a leader
Kung Fu Panda – the movie

16. • System Thinker – look at the whole picture!
• Personal Integrity – be what you preach!
• Proactive – don’t dictate actions, do them!
• High Emotional Intelligence – command your
emotions, watch out others’!
• General Business Perspective – understand the
system!
• Effective Time Management – time is money not to
be wasted!
• Skilful Politicians – win the hearts and minds!
• Optimist – stay positive and keep it sunny!
EFFECTIVE MANAGEMENT

17. Leadership During Project Crises
 Remain visible to your team.
 Show confidence in yourself.
 Provide guidance and support.
 Stay “cool”.
 Tell the truth.
 Keep the team focused on mission critical
issues and projects.
 Remain enthusiastic about the organization.

18. Leadership and Project Lifecycle
Effective leadership skills must be used as needed over the project lifecycle
(1) Project Initiation and Scope
Be a servant leader. The project manager is often asked to explore what is
possible and to define a high level plan with an indication of project costs. This
is very much about making a contribution by meeting others' needs and
removing their barriers.
(2) Project Planning
Take ownership and a task orientation towards project planning. Engage key
stakeholders in a democratic, participative style. Identify the right people for
the right role. Bureaucratically establish the project control mechanisms and
the standards for the project team

19. Leadership and Project Lifecycle - cont
(3) Requirements and Analysis
Manage effective meetings and focus on people-orientation to ensure that
awareness, engagement and positive support is built with a wider set of
stakeholders. Consult with others as needed for decision-making using
autocratic or democratic approaches as needed. Understand the impact of
changes and lead by example with a clear view of the transformation required
and engage people with that vision.
(4) Build, Test, Delivery and Closure
Focus on task-orientation and leaving the project team to get things done.
Ensure that multiple tasks, priorities and risks are effectively managed and
clearly communicated. Take a bureaucratic approach to preparation for
testing, deployment and closure, doing each stage properly -- producing the
appropriate deliverables at the desired level of quality.

20. Phase Major Attributes/Emphases Leadership Style/Blend
Feasibility Study
(Pre-formulation)
• Sense of vision
• "Big Picture" (conceptual)
• Analysis
• Visionary
• Creates future
• Empowerment
• Expansive
Conceptual
(Formulation)
• Listening
• Analysis
• Alignment
• Analytical
• Listener
• Change master
• Convergence
Development • Participative/Acceptance
and commitment
• Cooperative
• Team builder
• Power and influence
• Integrator
Execution • Re-alignment • Decision maker
• Balances work and fun
• Trustworthiness
• Team and synergy
Finishing • Transfer of product and
information
• Administrator
• Closure
Leadership Style in Project Lifecycle

21. LEADERSHIP IN PROJECT MANAGEMENT
References
 Gray, Clifford F. & Larson, Erik W. (2008). Project Management. McGraw-Hill
The PMBOK ® Guide, 4th Edition (2008). Newtown Square, Pennsylvania: Project Management
Institute
Robbins, S.P. (2001). Organizational Behaviour (9th ed.). Upper Saddle River, New Jersey:
Prentice Hall.
• Melymuka, K. (2000). Computerworld, Retrieved January 11th, 2010, from
http://www.computerworld.com
• Frank P. Saladis. (2009). Project Management Digest. Retrieved January 12th, 2010, from
http://www.totaltechnologyconsultants.org/newsletter/NewsletterApril2009.pdf
• D. Quinn Mills. (2005). The Importance of Leadership. Retrieved January 13th, 2010, from
http://www.mindedgepress.com/PDFs/htlhtl.pdf
• R. Max Wideman. (1995). Project Management and Education for the 21st Century. Retrieved
January 19th, 2010. from http://www.maxwideman.com/papers/century21/leadership.htm
• Roger Lever. (2009). Develop Effective Leadership Skill For Managers. Retrieved January 18th,
2010. from
http://businessmanagement.suite101.com/article.cfm/develop_effective_leadership_skills_for_mana
gers