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CHAPTER 10:
UNIVERSITY OF FINANCE - MARKETING
FACULTY OF BUSINESS ADMINISTRATION BEING AN EFFECTIVE PROJECT MANAGER

CHAPTER 10:
BEING AN EFFECTIVE
PROJECT MANAGER

Course ID number: 1931101013902

QUẢN TRỊ DỰ ÁN
I couldn’t wait to be the manager of my own project and run the
project the way I thought it should be done. Boy, did I have a lot
Lecturer: Dr. PHAM HAI CHIEN to learn!
January, 2021 —First-time project manager—
Faculty of Business Administration
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LEARNING OBJECTIVES CHAPTER OUTLINE

1. Understand the difference between leading and managing a 1. Managing versus Leading a Project
project.
2. Understand the need to manage project stakeholders. 2. Managing Project Stakeholders
3. Identify and apply different “influence currencies” to build 3. Influence as Exchange
positive relations with others.
4. Create a stakeholder map and develop strategies for 4. Social Network Building
managing project dependencies.
5. Ethics and Project Management
5. Understand the need for a highly interactive management
style on projects. 6. Building Trust: The Key to Exercising Influence
6. More effectively manage project expectations.
7. Qualities of an Effective Project Manager
7. Develop strategies for managing upward relations.
8. Understand the importance of building trust and acting in an 8. Summary
ethical manner while working on a project.
9. Identify the qualities of an effective project manager.
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1. MANAGING VERSUS LEADING A PROJECT 2. MANAGING PROJECT STAKEHOLDERS

1. Good management brings about order and stability by

formulating plans and objectives, designing structures
and procedures, monitoring results against plans, and
taking corrective action when necessary.
2. Leadership involves recognizing and articulating the
need to significantly alter the direction and operation of
the project, aligning people to the new direction, and
motivating them to work together to overcome hurdles
produced by the change and to realize new objectives.
3. Management is about coping with complexity, while
leadership is about coping with change.
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3. INFLUENCE AS EXCHANGE 3. INFLUENCE AS EXCHANGE

1. Project manager must adroitly build a cooperative Commonly Traded Organizational Currencies
network among divergent allies.
2. Networks are mutually beneficial alliances that are
generally governed by the law of reciprocity
 Task-Related Currencies

 Position-Related Currencies

 Inspiration-Related Currencies

 Relationship-Related Currencies

 Personal-Related Currencies

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4. SOCIAL NETWORK BUILDING 4. SOCIAL NETWORK BUILDING

Mapping Stakeholder Dependencies: 1. Management by Wandering Around (MBWA)

1. Identify those stakeholders on whom the project depends for
success: 2. Managing Upward Relations
 Whose cooperation will we need?
 Whose agreement or approval will we need? 3. Leading by Example
 Whose opposition keep us from accomplishing the project?
2. Draw a map of these dependencies  Priorities
3. Better to overestimate rather than underestimate  Urgency
dependencies
4. Assess stakeholders significance  Problem Solving
 What differences exist between myself and the people on whom I
depend (goals, values, pressures, working styles, risks)?  Cooperation
 How do these different people view the project (supporters, indifferents,
antagonists)?  Standards of Performance
 What is the current status of the relationship I have with the people I
depend on?
 Ethics
 What sources of influence do I have relative to those on whom I
depend?
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6. BUILDING TRUST:
5. ETHICS AND PROJECT MANAGEMENT
THE KEY TO EXERCISING INFLUENCE

1. Questions of ethics have discussed padding of cost
and time estimations, exaggerating pay-offs of project
proposals, and so forth.
2. Ethical dilemmas involve situations where it is difficult
to determine whether conduct is right or wrong. The
most common dilemma project managers face involves
transparency issues related to project performance.
3. To provide greater clarity to business ethics, many
companies and professional groups publish a code of
conduct.
1. Trust is the “lubricant” that maintains smooth and
efficient interactions.
2. The core of highly effective people is a character ethic
that is deeply rooted in personal values and principles
such as dignity, service, fairness, the pursuit of truth,
and respect.
3. Character alone will not engender trust.
4. One problem new project managers experience is that
it takes time to establish a sense of character and
competency

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7. QUALITIES OF AN EFFECTIVE PROJECT MANAGER 7. QUALITIES OF AN EFFECTIVE PROJECT MANAGER

Core traits and skills that can be developed to successfully Project management is, at first glance, a misleading
perform the job: discipline in that there is an inherent logic to the process.
1. Systems thinking Effective project managers have to be able to deal with the
contradictory nature of their work:
2. Personal integrity
3. Proactive 1. Innovate and maintain stability

4. High emotional intelligence (EQ) 2. See the big picture while getting your hands dirty

5. General business perspective 3. Hands-off/Hands-on

6. Effective time management 4. Flexible but firm
7. Skillful politician 5. Team versus organizational loyalties
8. Optimist
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8. CHAPTER SUMMARY

1. To be successful, project managers must build a

cooperative network among a diverse set of allies:
 Build relationships before you need them
 Trust is sustained through frequent face-to-face contact

2. Exercising influence in an effective and ethical manner

begins and ends with how you view the other parties.
3. People who view social network building as building
partnerships see every interaction with two goals:
resolving the immediate problem/concern and
improving the working relationship so that next time it
will be even more effective.
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