1、Chapter Ten: Leadership: Being an Effective Project Manager,项目经理的责任,通过一系列的领导及管理活动是项目的目标成功实现并使项目相关者都获得满意！,质量,成本,时间,The chapter begins with a brief discussion of the differences between leading and managing a project. the importance of managing project stakeholders is then introduced. （317-2-1）本章一开始先简
2、单讨论领导项目和管理项目之间的差异，然后介绍管理项目有关各方的重要性。The importance of gaining cooperation in ways that build and sustain the trust of others is emphasized .The chapter concludes by identifying personal attributes associated with being an effective project manager . (317-2-8) 还强调了建立和维护他人信任以赢得合作机会的重要性。并列举了高效项目经理的一些个人特
3、点。,10.1：Overview: Managing versus leading a project 管理与领导项目之比较,The project managers job is to get the project back on track. A manager expedites certain activities; fingers out ways to solve technical problems; serves as peacemaker when tensions rise; and makes appropriate trade-offs among time, cos
4、t, and scope of the project. (318-1-2) project managers do more than put out fires and keep the project on track. they also innovate and adapt to ever-changing circumstances. (318-2-1)项目经理的工作不仅仅是救火和将项目保持在既定轨道上，他们还需要进行创新并适应不断变化的环境。Project managers are responsible for integrating assigned resources to
5、 complete the project according to plan. (318-3-1),项目经理的职责,项目经理,领导项目的计划、组织、执行和监控，以实现项目目标计划实现目标所需资源（时间/人员/资金）组织/协调资源，内外部支持与配合控制项目的进展，资源的使用,项目经理如同乐队指挥，向导和教练,制定工作计划组建项目团队分配工作任务评估项目成员业绩高层与项目组之间的沟通为项目成员提供信息和协调资源培养成员的献身精神指导和培训项目成员,项目经理的任务,Distinguish: Management is about coping with complexity, while lead
6、ership is about coping with change. (318-3-6)管理是处理复杂性，而领导则是应付变化。,10.2: Managing project stakeholders管理项目利益相关者,project success depends on the cooperation of a wide range of individuals, many of whom do not directly report to them. (319-1-2)项目的成功依赖于各方面人员的合作，而其中有很多人并不向项目经理汇报工作。 “micro managing”=“hand-o
7、n” approach (319-3-8),an effective project manager involves managing a much more complex and expansive set of interfaces than they had previously anticipated. (319-4-2)一名有效的项目经理管理的是一组更复杂、范围更广的界面，这比他们以前预期的要多得多。They encounter a web of relationships that requires a much broader spectrum of influence th
8、an they felt was necessary or even possible. (319-4-4),The nature of these dependencies is identified here: (319-6-5),Project team Project managers Administrative supportFunctional managers Top management,Project sponsors SubcontractorsGovernment agenciesOther organizations Customers,Network of Stak
9、eholders利益相关者网络,项目经理与项目干系人,10.2.1: Influence as exchange类似通货的影响力,The law of reciprocity (互惠法则): The primary way to gain cooperation is to provide resources and services for others in exchange for future resources and services. (322-6-5)争取合作的主要方式是向他人提供资源和服务以交换未来的资源和服务。,Organizational currencies组织通货:
10、Task-related currencies与任务有关的通货This form of influence comes directly from the project managers ability to contribute to others accomplishing their work. (323-2-1)这种形式直接来自于项目经理帮助他人完成工作的能力。Position-related currencies与地位有关的通货this form of influence stems from the managers ability to enhance others posit
11、ions within their organization. (324-2-1)这种影响形式源于经理提高他人在组织内地位的能力。Inspiration-related currencies与激励有关的通货perhaps the most powerful form of influence is based on inspiration.,Relation-related currencies与关系有关的通货These currencies have more to do with strengthening the relationship with someone than direct
12、ly accomplishing the project tasks. (324-8-1)Personal-related currencies与个人有关的通货this last form of currency deals with individual needs and an overriding sense of self-esteem. (325-3-1),10.2.2: Social network building社会网络建设,Step one: mapping dependencies描述依赖关系 the first step to building a social netw
13、ork is identifying those on whom the project depends for success. (325-5-1)社会网络建设的第一步是识别项目成功所依赖的人员。many project managers find it helpful to draw a map of these dependencies. (325-6-1)许多项目经理发现绘制一张依赖关系图很有帮助。 it is always better to overestimate rather than underestimate dependencies. (326-1-1) 高估依赖关系总比
14、低估好。 “step into their shoes ” (326-1-4) 换位思考,Dependencies for Financial Software Installation Project财务软件安装项目的依赖关系,Step two: Management by wandering around (MBWA)走动式管理once you have established who the key players are that will determine success, then you initiate contact and begin to build a relatio
15、nship with those players. building this relationship requires a management style employees at Hewlett-Packard refer to as “management by wandering around ” (MBWA) to reflect that managers spend the majority of their time outside their offices. (327-2-2)Effective project managers initiate contact wit
16、h key players. (327-3-1),10.2.3: Managing upward relations管理与上级的关系,Research consistently points out that project success is strongly affected by the degree to which a project has the support of top management. (329-2-1)有研究指出，项目的成功受高管层对项目支持程度的极大影响。Visible top management support is not only critical f
17、or securing the support of other managers within an organization, but it also is a key factor in the project managers ability to motivate the project team. (392-4-1),Smart project managers devote considerable time and attention to influencing and garnering the support of top management. (329-6-1)聪明的
18、项目经理花大量时间和精力来影响并获得高管层的支持。Project managers have to cultivate strong ties with upper managers who are sponsoring the project. (330-3-1)项目经理必须培养和发起项目的上级管理层之间的牢固的关系。,The Significance of a Project Sponsor项目发起人的重要性,10.2.4: Leading by Example以身作则地领导,A highly visible, interactive management style is not onl
19、y essential to building and sustaining cooperative relationships, it also allows project managers to utilize their most powerful leadership tool -their own behavior. (331-5-1)Priorities332-1-1Actions speak louder than words. subordinates and others discern project managers priorities by how they spe
20、nd their time. 行动胜于言谈。下属和其他人员根据项目经理分配的时间和方式来识别其优先次序。,Urgency (332-2-1)Through their actions project managers can convey a sense of urgency.Problem solving (333-2-1)How project managers respond to problems sets the tone for how others tackle problems.项目经理对问题的反应奠定了他人如何处理问题的基调。Cooperation (333-3-1)How
21、project managers act toward outsiders influences how team members interact with outsiders.Standards of performance (333-4-1)Ethics(333-5-1),Leading by Example以身作则的领导,10.3: Qualities of an effective project manager (336-7)高效项目经理的品质,Effective project managers have to be able to deal with the contradic
22、tory nature of their work. Some of those contradictions are listed here: (337-1-2)有效的项目经理必须能够处理工作中的矛盾。Innovate and maintain stability See the big picture while getting your hands dirty Encourage individuals but stress the team Hands-off/hands-onFlexible but firm Team versus organizational loyalties,
23、既要计划，又要变化既要见林，又要见木既要冷静分析，又要相信直觉既要有原则性，又要有灵活性绵里藏针,项目经理的辩证法,nine of traits (338-4-7),Systems thinker Personal integrity Proactive High tolerance of stressGeneral business perspective,Good communicator Effective time management Skillfull politician Optimist,项目经理的技能,领导能力人员开发能力沟通技巧人际交往能力处理压力的能力解决问题的能力管理时
24、间的能力,项目经理的有效管理,项目经理需具备的能力,素质,素质,有效的管理与领导,职业道德创新精神领导才能和影响力尊重人,管理能力,有效的管理与领导,领导能力沟通与倾听能力解决问题的能力处理压力的能力管理时间的能力,知识领域,知识领域,有效的管理与领导,专业技术知识心理学常识市场知识管理学知识,技术领域,技术领域,有效的管理与领导,专业技术知识专业实际经验专业技术市场专业技术发展,项目经理必备的具体能力,选拔项目经理的程序和方法,项目经理提高能力的方法,Project managers are encouraged to keep in mind the following suggestio
25、ns: (339-7-1)Build relationships before you need them Be leery the golden rule Trust is sustained through frequent face-to-face contact .,做合格的项目经理,领导艺术个人修养沟通技巧计划控制能力分析决策能力应变承压能力,1、领导艺术,突出：自信、自律、勤奋真诚、宽容、谦和授权、指导、激励避免：朝令夕改 / 指示不明确没有原则 / 决策不果断主次不分 / 用人不当 一竿子插到底,2、沟通技巧,形式多样沟通及时、多渠道认真倾听真实汇报 / 反馈明确指示,坦诚是沟通
26、的基础 像总指挥那样思考,3、分析决策能力,调查研究，充分采集信息洞察敏锐，及时发现问题理性思考，认真分析原因集思广义，博采众长提炼升华，寻找最佳方案决策果断,项目经理的角色转换,4、应变承压能力,建立关系/制度 及时反映变化，以利控制人员职责工作流程勇于承担责任及时分解压力缓冲阻尼作用,Managing versus leading a projectManaging project stakeholdersInfluence as exchangeSocial network buildingQualities of an effective project manager,10.4：Se
27、ssion Summary本章小结,Law of reciprocityOrganizational currenciesStakeholder Leading by exampleProactive,10.5: Key Terms关键术语,Systems thinkingManagement by wandering around (MBWA)Project sponsorSocial network building,10.5: Key Terms关键术语,问题与讨论 Q&CQuestions & Comments,Why is a conductor of an orchestra an
28、 appropriate metaphor for being a project manager? What aspects of project managing are not reflected by this metaphor? Can you think of other metaphors that would be appropriate?Which of the nine traits/skills associated with being an effective project manager is the most important one? Which is le
29、ast important one?,10.6: Review Questions复习题,What differences would you expect to see between the kinds of influence currencies that a project manager in a functional matrix would use and the influence a project manager of a dedicated project team would use?,You are organizing an AIDS Benefit concer
30、t in your home town which will feature local, heavy metal rock groups and guest speakers. Draw a dependency map identifying the major groups of people who are likely to affect the success of this project. Who do you think will be most cooperative? Who do you think will be the least cooperative? Why?
31、,You are the project manager responsible for the overall construction of a new international airport. Draw a dependency map identifying the major groups of people likely to affect the success of this project. Who do you think will be most cooperative? Who do you think will be the least cooperative?
32、Why?,Identify an important relationship (co-worker, boss, friend, .) in which you are having trouble gaining cooperation. Assess this relationship in terms of the influence currency model. What kinds of influence currency have you been exchanging in this relationship? Is the bank account for this relationship in the red or the black? What kinds of influence would be appropriate for building a stronger relationship with that person?,
