Project Management The Managerial Process Part 2 (46-101)

46. _________-related currencies derive from people's burning desire to make a difference and add meaning to their lives. Inspiration Perhaps the most powerful form of influence is based on inspiration. 47. _________-related currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks. Relationship Relationship-related currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks. The essence of this form of influence is forming a relationship that transcends normal professional boundaries and extends into the realm of friendship. 48. ________-related currencies enhance a colleague's sense of worth by sharing tasks that increase skills and abilities, delegating authority over work so that others experience ownership, and allowing individuals to feel comfortable stretching their abilities. Personal Personal-related currencies deal with the individual's needs and overriding sense of self-esteem. 49. People and organizations that are actively involved in the project, or whose interests may be positively or negatively affected by the project, are known as __________. stakeholders Stakeholders are people and organizations that are actively involved in the project, or whose interests may be positively or negatively affected by the project. 50. Managers spend the majority of their time outside their offices in the ________ style of management. management by wandering around (MBWA) The management style employees at Hewlett-Packard referred to as "management by wandering around" (MBWA) to reflect that managers spend the majority of their time outside their offices is somewhat of a misnomer in that there is a purpose/pattern behind the "wandering." Through face-toface interactions, project managers are able to stay in touch with what is really going on in the project and build cooperation essential to project success. 51. Mapping ____________ helps identify those on whom the project depends for success. dependencies The first step to building a social network is identifying those on whom the project depends for success. Many project managers find it helpful to draw a map of these dependencies. 52. Research consistently points out that project success is strongly affected by the degree to which a project has the support of ______. top management Research consistently points out that project success is strongly affected by the degree to which a project has the support of top management. Such support is reflected in an appropriate budget, responsiveness to unexpected needs, and a clear signal to others in the organization of the importance of cooperation. 53. Once project managers have proven their _________ to upper management, senior management is much more receptive to their challenges and requests. loyalty Before project managers can persuade senior management, they must first prove loyalty. 54. Experienced project managers recognize the need to build __________ before they need them. relationships Experienced project managers recognize the need to build relationships before they need them. They initiate contact with key stakeholders at times when there are no outstanding issues or problems and therefore no anxieties and suspicions. 55. A highly visible, interactive management style is when the project manager's behavior symbolizes how other people should work on the project. This is called __________ by example. leading Leading by example is a project manager's behavior that symbolizes how other people should work on the project. 56. To provide greater clarity to business _________, many companies and professional groups publish a code of conduct. ethics In a survey of project managers, 81 percent reported that they encounter ethical issues in their work. To provide greater clarity to business ethics, many companies and professional groups publish a code of conduct. 57. The key to exercising influence is to build _______. trust Successful project managers not only need to be influential, they also need to exercise influence in a manner that builds and sustains the trust of others. 58. When project managers take action before it is needed to prevent small concerns from escalating into major problems they are being _______. proactive Good project managers are proactive. They spend the majority of their time working within their sphere of influence to solve problems and not dwelling on things they have little control over. 59. When project managers have a can-do attitude and when they are able to maintain a positive attitude during a dismal day and keep others' attention positive as well, they are demonstrating ___________. optimism When project managers have a can-do attitude and when they are able to maintain a positive attitude during a dismal day and keep others' attention positive as well, they are demonstrating optimism. 60. The ability or skill to perceive, assess and manage the emotions of one's self and others is called _________ intelligence. emotional Emotional intelligence (EI) describes the ability or skill to perceive, assess, and manage the emotions of one's self and others. 61. Using properly established and well maintained professional relationships within a project, a project manager can be the __________ for information on the project. focal point Being that focal point with accurate information will end up driving other project participants to turn to the project manager for the most current information available, ultimately reinforcing the project manager's role in the project. 62. Being an effective __________ for the project you are on will help establish loyalty among team members. advocate Advocacy for the team and the project will help show the entire team (and by extension stakeholders) that you are committed to the project and will do what it takes to defend it. True / False Questions 63. Strong leadership, while usually desirable, is not always necessary to successfully complete a project. TRUE Strong leadership, while usually desirable, is not always necessary to successfully complete a project. Well-defined projects that encounter no significant surprises require little leadership. 64. The level of leadership required to successfully complete a project may depend on the level of uncertainty involved. TRUE The higher the degree of uncertainty encountered on a project-in terms of changes in project scope, technological stalemates, breakdowns in coordination between people, and so forth-the more leadership is required. 65. In most cases, if someone can manage a project well, then they are also a great leader. FALSE It takes a special person to perform both roles well. Some individuals are great visionaries who are good at motivating people about change. Too often though, these same people lack the discipline or patience to deal with the day-to-day drudgeries of managing. Likewise, there are other individuals who are very well organized and methodical but lack the ability to inspire others. 66. Successful project managers tend to adopt a hands-on approach to managing projects. FALSE Too often when new project managers do find time to work directly on the project, they adopt a handson approach to managing the project. They choose this style not because they are power-hungry egomaniacs but because they are eager to achieve results. Then they quickly become frustrated by how slowly things are operated, the number of people that have to be brought on board, and the difficulty of gaining cooperation. Unfortunately, as this frustration builds, the natural temptation is to exert more pressure and get more heavily involved in the project. These project managers quickly earn the reputation of "micro-managing" and begin to lose sight of the real role they play in guiding a project. 67. One of the things that distinguish project management from regular management is the sheer breadth and complexity of the relationships that need to be managed. TRUE The sheer breadth and complexity of stakeholder relationships distinguish project management from regular management. 68. Customers define the scope of the project, and ultimately, project success rests in their satisfaction. TRUE Customers define the scope of the project, and ultimately, project success rests in their satisfaction. Project managers need to be responsive to changing customer needs and requirements and to meeting their expectations. 69. One advantage of creating a dedicated project team is that it reduces dependencies, especially within the organization. TRUE One advantage of creating a dedicated project team is that it reduces dependencies, especially within the organization, because most of the resources are assigned to the project. Conversely, a functional matrix structure increase dependencies, with the result that the project manager is much more reliant upon functional colleagues for work and staff. 70. A successful project manager must build a cooperative, mutually beneficial network generally governed by the law of reciprocity. TRUE Networks are mutually beneficial alliances that are generally governed by the law of reciprocity. The primary way to gain cooperation is to provide resources and services for others in exchange for future resources and services. This is the age-old maxim: "Quid pro quo (something for something)." Or in today's vernacular: "You scratch my back, I'll scratch yours." 71. Relationship-related currencies deal with the extent to which we can help others feel a sense of importance and personal worth by sharing tasks that increase their skills and abilities. FALSE Relationship-related currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks. 72. Position-related currencies come directly from the project manager's ability to contribute to others' accomplishing their work. FALSE Position-related currencies stem from the manager's ability to enhance others' positions within their organization. 73. Relationship-related currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks. TRUE Relationship-related currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks. The essence of this form of influence is forming a relationship that transcends normal professional boundaries and extends into the realm of friendship. 74. Inspiration-related currencies derive from people's burning desire to make a difference and add meaning to their lives. TRUE Perhaps the most powerful form of influence is based on inspiration. Inspiration-related currencies derive from people's burning desire to make a difference and add meaning to their lives. 75. The first step to building a social network is identifying those on whom the project depends for success. TRUE The first step to building a social network is identifying those on whom the project depends for success. Many project managers find it helpful to draw a map of relationship dependencies. 76. Many poor-performing project managers are guilty of management by wandering around. FALSE A management style employees at Hewlett-Packard referred to as "management by wandering around" (MBWA) to reflect that managers spend the majority of their time outside their offices is somewhat of a misnomer in that there is a purpose/pattern behind the "wandering." Through face-to-face interactions, project managers are able to stay in touch with what is really going on in the project and build cooperation essential to project success. 77. Effective time management for project managers includes initiating contact with key stakeholders only when there is a valid issue to deal with. FALSE Experienced project managers recognize the need to build relationships before they need them. They initiate contact with the key stakeholders at times when there are no outstanding issues or problems and therefore no anxieties and suspicions. 78. The old-fashioned view of managing projects emphasized directing and controlling subordinates; the new perspective emphasizes managing project stakeholders and anticipating change as the most important jobs. TRUE The old-fashioned view of managing projects emphasized directing and controlling subordinates; the new perspective emphasizes managing project stakeholders and anticipating change as the most important jobs. Project managers need to be able to assuage concerns of customers, sustain support for the project at higher levels of the organization, quickly identify problems that threaten project work, while at the same time defend integrity of the project and the interests of the project participants. 79. One important function of mapping dependencies and building a social network is to prevent project managers from being derailed because they were blindsided by someone whose position or power they had not anticipated. TRUE It is better to overestimate rather than underestimate dependencies. All too often, otherwise talented and successful project managers have been derailed because they were blindsided by someone whose position or power they had not anticipated. 80. It is impractical for a subordinate to "manage" a superior. FALSE While it may seem counterintuitive for a subordinate to "manage" a superior, smart project managers devote considerable time and attention to influencing and garnering the support of top management. 81. Through a project manager's behavior, he or she can influence how others act and respond to a variety of issues related to the project. TRUE To be effective, project managers must "walk the talk." A highly visible, interactive management style is not only essential to building and sustaining cooperative relationships, it also allows project managers to utilize their most powerful tool-their own behavior. 82. As long as the culture of an organization acknowledges and condemns unethical behavior, ethical dilemmas are rare or trivial at the most. FALSE In a survey of project managers, 81 percent reported that they encounter ethical issues in their work. Project management is complicated work, and, as such, ethics invariably involve gray areas of judgment and interpretation. 83. An individual's character alone is adequate to generate trust. FALSE Character alone will not engender trust. We must also have confidence in the competency of individuals before we really trust them. We all know well-intended managers whom we like but do not trust because they have a history of coming up short on their promises. Although we may befriend these managers, we don't like to work with or for them. 84. Managing upward relationships involve project managers become skilled at the art of persuading superiors. TRUE Project managers have to accept profound differences in perspective and become skilled at the art of persuading superiors. But before they can persuade superiors, they must first prove loyalty. 85. Optimism, integrity, and even being proactive are not developed easily if there is not already a predisposition to display them. TRUE One can develop the traits of an effective project manager by attending workshops and self-study, and courses can upgrade one's general business perspective and capacity for systems thinking; however, no workshop can transform a pessimist into an optimist. Some qualities get at the very soul of a person. 86. An effective project manager will choose to have an "open door policy" and use project management metrics to assure projects are running smoothly. FALSE Effective project managers rely on inter-personal contact to stay abreast of key topics within a project 87. Being the focal point of information allows the project manager to have the information available to them to appropriately manage expectations on a project. TRUE Without current (not up-to-the-second) information, a project manager can formulate how to deliver both good and bad news. 88. Delivering accurate information is just as important as delivering bad news to a stakeholder. TRUE Making sure that a stakeholder has accurate information is just as important as delivering bad news when it comes to managing expectations. 89. Ethics are an absolute - what is ethical for your organization will be ethical for all others. FALSE In practice, this is relatively true for US based firms, but there are numerous firms and cultures who conduct business differently enough that accepted practice may go against ethical norms for your organization. Short Answer Questions 90. "Managing a project and leading a project is essentially the same thing." Agree or disagree, and support your conclusion. Disagree; they are very different. Managing is associated with the structure of the project (planning, organizing, controlling, and corrective action) whereas leading is needed when the objectives of the project require changing to meet outside demands. 91. "Strong leadership is not always necessary to successfully complete a project." Agree or disagree, and support your conclusion. Agree. Well-defined projects that encounter no significant surprises require little leadership. 92. In regard to a network of stakeholders there are three "rings" or "tiers." Describe each ring and give an example of a group of stakeholders found in each. First, there is the core group of specialists assigned to complete the project or the project team. Second, there are the groups of people within the performing organization who are either directly or indirectly involved with the project. These include other project managers, functional managers, administrative support, top management and project sponsors. The third group is outside the organization such as contractors, government agencies and the customer. 93. Identify and briefly describe the five commonly traded organizational currencies. (1) Task-related-the ability to contribute to others accomplishing their work; (2) Position-related-the ability to enhance others' positions within their organization; (3) Inspiration-related-the ability to enhance people's desire to make a difference and add meaning to their lives; (4) Relationship-related-the ability to form relationships that transcend normal professional boundaries and extend into friendship; (5) Personal-related-the extent to which one can help others feel a sense of importance and personal worth. 94. What is "management by wandering around" and why would it be useful to project managers? Management by wandering around (MBWA) is the spending of time outside the office and making contact with key players to keep abreast of developments, anticipate potential problems, provide encouragement, and reinforce the objectives and vision of the project. 95. Give two advantages gained when a project manager takes the time to map relationship dependencies. Mapping dependencies helps lower the risk that the project will be derailed because project managers were blindsided by someone whose position or power they had not anticipated. You may begin to realize where potential problems lie-relationships in which you have a current debit and no convertible currency. Furthermore, acknowledging another's impact and view on the project will help you anticipate reactions and feelings about your decisions and actions. 96. Experienced project managers recognize the need to build relationships before they need them. Why is this important? Successful project managers initiate contact with key stakeholders at times when there are no outstanding issues or problems to avoid anxieties and suspicions. This also establishes credit in those relationships, which will allow them to deal with more serious issues down the road. 97. Identify the key to exercising influence within an organization. Describe the two functions it is based upon. Trust is the key to exercising influence. Trust is an elusive concept and may be seen as a function of character (doing the right thing) and competence (knowing the right things to do and being able to do them). Both are needed and take time to build. 98. Identify and give an example of three out of the six contradictions that an effective project manager must face. (1) Innovate and maintain stability; (2) See the big picture while getting your hands dirty; (3) Encourage individuals but stress the team; (4) Hands-on/hands-off; (5) Flexible but firm; (6) Team versus organizational loyalties. 99. Identify and briefly describe four of the eight traits associated with being a successful project manager. (1) Systems thinker; (2) Personal integrity; (3) Proactive; (4) Emotional intelligence; (5) General business perspective; (6) Effective time management; (7) Skillful politician; (8) Optimist. 100. Identify two ways a project manager can manage "upward relationships." Project managers have to accept profound differences in perspective and become skilled at the art of persuading superiors. They can do this most effectively after they have proved their loyalty. Project managers must show that they consistently follow through on requests and adhere to parameters established by top management. They have to cultivate strong ties with project sponsors and pick optimum times to appeal to top management. 101. "All the eight traits of being a good project manager can be taught and learned." Agree or disagree? Support your conclusion. Some traits of being a good project manager can be trained or acquired but qualities such as being an optimist, personal integrity, and being proactive are not easily developed unless there is a predisposition to display them.