Leadership vs Management What makes the Project Manager a great Leader! Derek Hughes MSc, P.Eng, C.Eng, PMP, CD President, PMI OVOC 25 October 2013

Transcription

1 Leadership vs Management What makes the Project Manager a great Leader! Derek Hughes MSc, P.Eng, C.Eng, PMP, CD President, PMI OVOC 25 October 2013

2 Agenda Managers and Leaders PMI s Role in Advancing the Profession Operational Leadership What is Project Management Leadership? Leadership Success and Best Practise Traits of Successful Leaders My View as a PM Benefits of PMI Leadership Opportunities

3 Leadership vs Management There is a profound difference between management and leadership, and both are important. To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct. Leading is influencing, guiding in a direction, course, action, opinion. [1] [1] What is the Difference Between Management and Leadership?, com/management/developing-a-leadership-style/what-is-the-difference-between-managementand-leadership/; Internet, accessed 4 September 2013.

4 Managers vs Leaders The manager administers; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focuses on systems and structure; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective.

5 Managers vs Leaders (2) The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leader s eye is on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. The manager does things right; the leader does the right thing.

6 Project Management Project Management is increasingly becoming an important means to achieve organizational objectives Public and private sector Key drivers On time On budget On scope Managed Risks Best Performance Satisfied Stakeholders

7 Background Effective management of projects is a difficult task Planning is a key element to project execution Effective project management requires a clear understanding of: Project scope Requirements Cost Schedule Risks Stakeholder Expectations

8 INPUTS Key Enablers Production Drivers Naval Material Enterprise $ Salaries (people) $ Operations & Maintenance $ Capital $ National Procurement PLANT Industry DGMEPM/ DGMPD (L&S) FMFs/FTAs PWGSC OUTPUTS Refits & EDWP Planned & Corrective Maintenance Spares & R and O Engineering Changes Major Crown Projects Modernization of Halifax Class OUTCOME Technically Ready Fleet Today Technically Ready Fleet Tomorrow Raw Materiel Tools Documentation, etc

9 Moving a Complex Platform Exercise #1 Project Management Institute A Global Snapshot

10 Boat Status HMCS CHICOUTIMI Work is conducted under the Victoria-class In-Service Support Contract (VISSC) at Victoria Shipyards in Esquimalt, B.C Ops scheduled in 2013

11 Leadershi Leadership has been described as a process p of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task [2] [2] Chemers M. (1997) An integrative theory of leadership. Lawrence Erlbaum Associates, Publishers. ISBN

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13 Exercise Questions? What type of PM should lead the evolution (Leader or Manager); What are the major PM challenges to overcome; List three (3) areas that the PM could influence the evolution. Project Management Institute A Global Snapshot

14 Leadership Military Leaders 1. Know Yourself and Seek Self Improvement Be Technically Proficient Seek Responsibility and Take Responsibility for Your Actions... s 4. Make Sound and Timely Decisions Set the Example Know Your Personnel and Look Out for Their Well Being... hip Principle

15 Leadership (cont d) Military 7. Keep Your Followers Informed Develop A Sense of Responsibility In Your Followers... Leaders hip 9. Ensure Each Task is Understood, Supervised and Accomplished Build A Team...Leaders develop a team spirit that motivates team members to work with confidence and competence. 11. Employ Your Team In Accordance With Its Capabilities...A leader s must use sound judgment when employing the team. Failure is not an option. By employing the team properly, we insure mission accomplishment. Principle

16 PMI s Core Values: Essential and Enduring The Four Main Guiding Core Values Principles are: Professionalism Knowledge Community and Volunteerism Value of Project Management to Business

17 Success? Every project needs to start with a clear understanding of success goals for each of your stakeholders Client Achieve my objective at a fair cost/reasonable timeframe; Team Member Be part of a success story Be recognized for helping achieve project goals; Government Achieve departmental mandate

18 Key Success Factors for Projects Executive Support End User Involvement Experienced Project Manager Proper Planning Proactive Risk Management Clear Scope Right People/Team Clear Acceptance Criteria Formal Approach Reliable Estimates.

19 Budget, Timing and/or Technology/Functionality OASIG Report (Europe) Lack of attention to human and organizational factors Poor project management Poor articulation of user/customer requirements Inadequate attention to business needs and goals Failure to involve users appropriately Standish Group (North America) Lack of executive support Lack of user participation Lack of leadership skills and ineffective communications Ill defined business objectives and project goals

20 Leader vs Manager BP Oil Crisis Exercise #2 Project Management Institute A Global Snapshot

21 BP Oil Crisis

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23 Leader or Manager: Is he a Leader or Manager? What are the Missing skills for him as a Leader or Manager? What basic PM skills has he forgotten? What skills would you take from PMI to help him develop into a great Leader or Manager? How can he resolve the problem? What would be the next step for him in sorting the issue from a Project Manager perspective?

24 Leadership Best Practices Model the Way; Inspire a Shared Vision; Challenge the Process; Enable Others to Act; and Encourage the Heart.[3] [3]Jim Kouzes and Barry Posner, About-section- Our-Approach.aspx; Internet, accessed 5 October 2013.

25 Five Traits to Consider for Leadership how are you showing up as a leader? you have to add something new to your game you have to get curious about the world around you you need to step outside of your comfort zone ; and you have to realize that it s not about you

26 My View as a PM Communicate, Communicate, Communicate!! Retain Trust and Integrity as part of your life Passion for the project Deliver to the Customer Set Project Expectations with Senior Management Build a successful team Influence and Negotiation Lead by Example An intensity and drive for results...

27 Leaders and/or Managers Volunteer Organization Benefits - Generic Whether you are a practicing project management professional or aspiring towards it, volunteer organizations need you to learn, contribute and make a difference. Member discounts; Mentoring Program; Linked In Professional Network; Leadership and Volunteer Opportunities...!!!! New Member Meetings to Network Websites links to professional info Discounted services and other rates

28 Never Give Up... A Leadership Challenge to Manage our way out!! If at first you don t succeed..... Try, try again..!!!

29 Project Management: The passion that unites us! A True Leader Dares to Dream...

30 Round Table Take Away What makes a Successful Leader? As a follower, what type of leader would you follow and why? Why is Leadership important in a team? What are the faults of a leader?

31 Questions and Handout? Leadership vs Management What makes the Project Manager a great Leader!? Derek Hughes President PMI OVOC