IV. Chapter4 6 7 HR and Risk 2021 22

Project Management: Achieving
Competitive Advantage
Chapter 4
Leadership and the Project
Manager
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Learning Objectives
4.1 Understand how project management is a “leader-

intensive” profession.
4.2 Distinguish between the role of a manager and the
characteristics of a leader.
4.3 Understand the key behaviors in which project leaders
engage to support their projects.
Leadership
“The ability to inspire confidence and support among
the people who are needed to achieve organizational
goals.”
Project management is leader intensive!
Leaders Versus Managers
1. Exchange of purpose -> everybody is responsible for
defining the project’s vision & goals
2. A right to say no
3. Joint accountability -> shared results
4. Absolute honesty amongst each other
TRUST
Differences Between Managers and
Leaders
6
Differences Between Managers and Leaders

Concerns Managers Leaders
Creation of Purpose Focus on plans and budgets; Establish direction; create a

create steps, timetables for vision and the strategies
achieving results, and look for needed to achieve it.
resources to support goals.
Developing a Network for Organize and staff; create Align people with the target;
Achieving the Agenda structure for achieving the communicate direction by word
plans; delegate responsibility and deed to those whose
and authority; develop cooperation is needed; create
procedures to guide behavior; teams that understand and
create monitoring systems. share the project’s vision.
Execution Control and solve problems; Motivate and inspire; energize

monitor results and apply people overcome obstacles and
corrective action. show personal initiative.
Outcomes Produce a degree of Produce change; challenge

predictability and order; seek the status quo.
to maintain the status quo.
Focus Efficiency of operations Effectiveness of outcomes
Time-Frame Short-term; avoiding risks, Long-term; taking risks,

maintaining and imitating. innovating and originating.
How the Project Manager Leads
Project managers function as mini-CEOs and manage
both “hard” technical details and “soft” people issues.
Project managers:
• acquire project resources
• motivate and build teams
• have a vision and fight fires
• Communicate to team & outside stakeholders = key!
Acquiring Resources
(= personnel & material!)
Project are underfunded for a variety of reasons:
• Vague goals
• Lack of top management support
• Requirements understated
• Insufficient funds
• Distrust between managers
Purpose of Meetings
Purpose of Meetings
1. Define project and team players.
2. Provide an opportunity to revise, update, and add to
knowledge base.
3. Assist team members in understanding role in project as
part of whole and how to contribute to project success.
4. Help stakeholders increase commitment to project.
5. Provide a collective opportunity to discuss project.
6. Provide visibility for project manager’s role.
Project Status meetings <-> Project Steerco meetings

Communication (1 of 2)
It is critical for a project manager to maintain strong contact with all
stakeholders.
Project meetings feature task-oriented and group maintenance
behaviors.
Table 4.1 Task and Group Maintenance Behaviors for Project Meetings
Task-Oriented Behavior Specific Outcome

1. Structuring process Guide and sequence discussion
2. Stimulating communication Increase information exchange
3. Clarifying communication Increase comprehension
4. Summarizing Check on understanding and assess progress
5. Testing consensus Check on agreement
Communication (2 of 2)
Table 4.1 [continued]
Group Maintenance Behavior Specific Outcome

1. Gatekeeping Increase and equalize participation
2. Harmonizing Reduce tension and hostility
3. Supporting Prevent withdrawal, encourage exchange
4. Setting standards Regulate behavior
5. Analyzing process Discover and resolve process problems
Characteristics of an Effective Project
Manager
1. Leads by example
Example IO
2. Visionary
3. Technically competent
4. Decisive
5. A good communicator
6. A good motivator
7. Stands up to top management when necessary
8. Supports team members
9. Encourages new ideas
Characteristics of Project Managers Who
Are Not Leaders
Personal Flaw Organizational Factors
• Sets bad example • Lack of top management
support
• Not self-assured
• Resistance to change
• Lacks technical expertise
• Inconsistent reward system
• Poor communicator
• A reactive organization
• Poor motivator
rather than a proactive,
planning one
• Lack of resources
Leadership and Emotional Intelligence
Emotional intelligence refers to leaders’ ability to understand
that effective leadership is part of the emotional and relational
transaction between subordinates and themselves.
Five elements characterize emotional intelligence:
• Empathy …to others’ backgrounds and feelings
• Self-awareness…of own strengths, weaknesses, motives,
feelings
• Self-regulation…of own behavior to remain under control
• Motivation…to measure progress and set challenging goals
• Social skills…to manage relationships with others
Chapter 6
Project Team Building,
Conflict, and Negotiation
Learning Objectives (1 of 2)
6.1 Understand the steps involved in project team building.

6.2 Know the characteristics of effective project teams and
why teams fail.
6.3 Know the reasons why project teams often fail.
Basic Steps in Assembling a Project Team
Steps - sequential
Effective Project Teams
• Clear Sense of Mission: all understand and accept the

project’s purpose
• Productive Interdependency of individual capabilities
• Cohesiveness: desire of working with each other/devote

time to project
• Trust
• Enthusiasm
• Results Orientation
Reasons Why Teams Fail
• Poorly developed or unclear goals
• Poorly defined project team roles and interdependencies
• Lack of project team motivation
• Poor communication
• Poor leadership
• Turnover among project team members
• Dysfunctional behavior
Chapter 7
Risk management
Learning Objectives
7.1 Define project risk.

7.2 Recognize four key stages in project risk
management and the steps necessary to manage risk.
7.3 Explain the Project Risk Analysis and Management
(PRAM) process.
Questions to Consider in Risk Management
• What is likely to happen? => the probability and impact
• What can be done to minimize the probability or impact of
these events? => risk response strategy
• What cues will signal the need for such action (i.e., what
clues should I actively look for)?
• What are the likely outcomes of these problems and my
anticipated reaction? => in case a risk has become an
issue
Risk from a managerial perspective?
I. Risk Management
Risk management—the art and science of identifying,
analyzing, and responding to risk factors throughout the
life of a project and in the best interest of its objectives.
Project risk—an uncertain event or condition that, if it
occurs, has a positive or negative effect on one or more
project objectives such as scope, schedule, cost, or
quality.
Risk = Probability of Event  (Consequences of Event)
Risk Versus Amount at Stake: The
Challenge in Risk Management
NPD
project
II. Four Stages of Risk Management
1. Risk identification
2. Analysis of probability and consequences (quantitative
& qualitative)
3. Risk mitigation strategies
4. Control and documentation
1. Risk Clusters
• Financial • Execution
• Technical • Contractual or legal risk
• Commercial
Common Types of Risks

• Absenteeism • Skills unavailable
• Resignation • Ineffective training
• Staff pulled away • Specs incomplete
• Time overruns • Change orders
Risk Factor Identification
• Brainstorming meetings: using synergy among group

members
• Expert opinion: using historical facts
• Delphi technique: anonymous & several iterations with

experts
• Past history Gatekeepers
Risk Breakdown Structure (RBS)
2. Risk Impact Matrix
Qualitative risk assessment
Example
Copyright ©2016 Pearson Education, Ltd 31
3. Risk Mitigation Strategies
• Accept • Insurance
• Minimize • Workaround
• Share • Other Mitigation Strategies
• Transfer – Mentoring
– Cross training
• Contingency Reserves
– Task contingency • Control and Documentation
– Managerial – Change management
contingency
4. Control and Documentation
Helps managers classify and codify risks, responses,
and outcomes
Change management report system answers:
• What?
• Who?
• When?
• Why?
• How?
III. Project Risk Analysis and
Management (PRAM)
PRAM presents a generic methodology that can be
applied to multiple project environments, and encompasses
the key components of project risk management.
Key Features of PRAM
• Risk management follows a life cycle.
• Risk management strategy changes over the project life
cycle.
• Synthesized, coherent approach.
Nine Phases of Risk Assessment
1. Define
2. Focus
3. Identify
4. Structure
5. Clarify ownership of risks
6. Estimate
7. Evaluate
8. Plan
9. Manage
Summary
1. Define project risk.
2. Recognize the four key stages in project risk
management and the steps necessary to manage
risk.
3. Explain the Project Risk Analysis and Management
(PRAM) process.

IV. Chapter4 6 7 HR and Risk 2021 22

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Project Management: Achieving

4.1 Understand how project management is a “leader-

Project management is leader intensive!

Differences Between Managers and Leaders

Creation of Purpose Focus on plans and budgets; Establish direction; create a

Execution Control and solve problems; Motivate and inspire; energize

Outcomes Produce a degree of Produce change; challenge

Focus Efficiency of operations Effectiveness of outcomes

Time-Frame Short-term; avoiding risks, Long-term; taking risks,

Project Status meetings <-> Project Steerco meetings

Task-Oriented Behavior Specific Outcome

Group Maintenance Behavior Specific Outcome

6.1 Understand the steps involved in project team building.

• Clear Sense of Mission: all understand and accept the

• Productive Interdependency of individual capabilities

• Cohesiveness: desire of working with each other/devote

7.1 Define project risk.

Risk = Probability of Event  (Consequences of Event)

Common Types of Risks

• Brainstorming meetings: using synergy among group

• Expert opinion: using historical facts

• Delphi technique: anonymous & several iterations with

• Past history Gatekeepers

Copyright ©2016 Pearson Education, Ltd 31

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