Project management is a combination of art and science, leadership and management. Various textbooks cover well the science part - the methodologies, tools, templates and techniques for planning and running projects. This represents the 'hard skills' side of project management. The textbook in front of you focuses, uniquely, on the art and leadership aspects - working with people, teams and organizations to achieve project success. This represents the 'soft skills' side of project management. Increasingly, leadership is considered to account for the difference between project success and failure in many instances. It includes being a good team leader, of course, but also a role model, an influencer with stakeholders, an entrepreneur, a cheerleader and project change agent. It requires superior soft skills in communications, inspiration, conflict management, influence and organizational change management, among others. It is built on a foundation of ethics and integrity. It depends on insight into the organizational strategy, structure and culture. All of this and more is covered in this textbook. This textbook is designed to make you a stronger, more effective project leader. It includes activities, organization snapshots, tools, review questions and other resources to help you understand, practice and apply the concepts and approaches presented. The second edition introduces various additions and improvements in the content, an expanded set of resources, additional research perspectives and colour illustrations. It has also been updated to be consistent with the Project Management Institute's Guide to the Project Management Body of Knowledge, 5th Edition.
Author(s): Mohit Arora, Haig Baronikian
Edition: 2nd
Publisher: Leadership Publishing House
Year: 2013
Language: English
Pages: 450
City: Toronto
Tags: business; communication; leadership; project management
Cover......Page 1
Title Page......Page 2
PREFACE to the Second Edition......Page 6
About the Authors......Page 9
BRIEF CONTENTS......Page 10
CONTENTS......Page 11
Part I - LEADERSHIP AND ORGANIZATIONAL CONTEXT......Page 16
Chapter 1 - Vision, Strategy and Project Management......Page 17
Learning Objectives......Page 18
Vision......Page 19
Mission......Page 21
Values......Page 23
Project Team Values Statements......Page 27
Strategy Lays the Path for an Organization to Achieve Its Vision and Mission......Page 29
Strategic Planning......Page 30
The Balanced Scorecard as a Strategic Planning and Execution Framework......Page 33
Organization Snapshot: Regional Airline Balanced Scorecard......Page 38
Portfolios, Programs and Projects Enable a Successful Strategy Implementation......Page 39
Organization Snapshot: Canada Post......Page 43
‘On-Strategy’ Is the Fourth Dimension of the ‘Iron Triangle’......Page 44
Chapter Summary......Page 46
Activities......Page 47
Tools......Page 48
Review Questions......Page 49
Key Terms......Page 50
Additional Resources......Page 51
References......Page 52
Chapter 2 - Project Management Maturity and the Project Management Office......Page 54
Learning Objectives......Page 55
Organization Project Management Maturity Maximizes Investment, Achieving Business Strategic Objectives......Page 56
PMM Models Can Help Determine Current State Organization Maturity and Help Chart the Steps for Improvement......Page 60
Organization Snapshot: Ontario Public Service (OPS)......Page 64
The PMO Enhances Organizational Project Management Maturity and Facilitates the Strategic Tie-In......Page 68
Organization Snapshot: Canadian Northern Development Agency PMO......Page 70
PMO Strategic Tie-In......Page 71
Organization Snapshot: Central East LHIN......Page 74
Activities......Page 77
Tools......Page 78
Review Questions......Page 79
Key Terms......Page 81
Additional Resources......Page 82
References......Page 83
Chapter 3 - Organizational Structure......Page 84
Learning Objectives......Page 85
Strategy Follows Structure, Structure Supports Strategy......Page 86
Organization Snapshot: HP......Page 89
Organizational Structure Helps or Hurts Project Success......Page 90
Functional Structure......Page 91
Projectized Structure......Page 94
Matrix Structure......Page 96
Insights and Trends on Structure......Page 101
Organization Snapshot: BC Environmental Assessment Office......Page 103
One More: The Flat Structure......Page 106
Chapter Summary......Page 107
Activities......Page 108
Tools......Page 109
Review Questions......Page 110
Additional Resources......Page 113
References......Page 114
Chapter 4 - Organizational Culture......Page 116
Learning Objectives......Page 117
Organizational Culture Plays One of the Largest Roles in Achieving Project Success......Page 118
Organization Snapshot: Walt Disney......Page 123
Schneider Model of Organizational Culture......Page 126
Denison Model of Organizational Culture......Page 132
Hofstede et al’s Ten Dimensions of Organizational Culture......Page 134
Alignment Between Strategy, Culture and Leadership Is Critical......Page 136
Organization Snapshot: WestJet......Page 138
Creating a Productive Project Team Culture......Page 142
Chapter Summary......Page 145
Activities......Page 146
Tools......Page 147
Review Questions......Page 148
Key Terms......Page 150
Additional Resources......Page 151
References......Page 152
Part II - LEADERSHIP AND PROJECT TEAMS......Page 154
Chapter 5 - You as a Leader......Page 155
Learning Objectives......Page 156
What Are the Most Important Leadership Traits for Achieving Project Success?......Page 157
Sources of Leadership Power......Page 158
Leadership Attributes and Project Success......Page 161
Elements of Effective Leadership......Page 163
Leadership Points of View......Page 166
Leadership, Motivation and the Project Manager......Page 170
McGregor’s ‘Theory X’ and ‘Theory Y’......Page 172
Maslow’s ‘Hierarchy of Needs’......Page 173
Herzberg’s ‘Motivation-Hygiene’ Theory......Page 175
How Are Leadership and Management Different?......Page 177
Situational Leadership......Page 181
Organization Snapshot: New Zealand Army......Page 184
Your Role as a Project Leader......Page 186
Chapter Summary......Page 189
Activities......Page 190
Tools......Page 191
Review Questions......Page 192
Key Terms......Page 194
References......Page 195
Chapter 6 - Ethical Leadership......Page 198
Learning Objectives......Page 199
What Is Ethics and Ethical Leadership?......Page 200
4-V Model of Ethical Leadership......Page 203
Organization Snapshot: NASA Space Shuttle Challenger Disaster......Page 206
Becoming an Ethical leader - It Starts with You!......Page 209
Ethics in Project Management......Page 211
PMI’s Code of Ethics and Professional Conduct......Page 214
Core Value 1......Page 216
Core Value 3......Page 217
Core Value 4......Page 218
Chapter Summary......Page 219
Activities......Page 220
Review Questions......Page 221
Additional Resources......Page 224
References......Page 225
Chapter 7 - Building a High Performance Team......Page 226
Learning Objectives......Page 227
Defining a Project Management Team and Building Team Spirit......Page 228
Forming......Page 230
Storming......Page 232
Performing......Page 233
Adjourning......Page 234
Clarify Roles and Responsibilities Using RACI......Page 238
Assess Team Effectiveness Using GRPI......Page 241
Understand Team Dynamics Using MBTI......Page 246
Obtain Structured Team Feedback Using Plus/Delta......Page 250
Promoting Team Collaboration Through Effective Delegation......Page 252
Balance Team Contribution Using Round Robin......Page 255
Managing Conflicts and Negotiations in Projects......Page 256
Managing Conflict Is a Combination of Hard and Soft Skills......Page 258
Organization Snapshot: Google......Page 262
Negotiation and Conflict Resolution......Page 264
Chapter Summary......Page 268
Activities......Page 269
Tools......Page 270
Review Questions......Page 271
Key Terms......Page 273
Additional Resources......Page 275
References......Page 276
Chapter 8 - Stakeholder Management......Page 278
Learning Objectives......Page 279
Project Success Requires Managing a Vast Web of Stakeholders......Page 280
Organization Snapshot: Bank of Montreal......Page 283
Living with Project Politics......Page 284
Building and Strengthening the Sponsor Relationship......Page 286
Key Attributes of a Great Sponsor......Page 288
Developing a Sponsor-PM Partnership......Page 291
Resolving Sponsor Challenges......Page 294
The Cycle of Stakeholder Engagement - The ‘Hard’ Side of Stakeholder Management......Page 297
Conducting Stakeholder Analysis......Page 300
Chapter Summary......Page 309
Activities......Page 311
Tools......Page 312
Review Questions......Page 313
Key Terms......Page 315
Review Answers......Page 316
References......Page 317
Chapter 9 - Communication Management......Page 318
Learning Objectives......Page 319
Communication and Leadership Go Hand in Hand......Page 320
Organization Snapshot: Asian National Petroleum Companies in Western Canada......Page 328
Great Leaders Are Great Communicators: Honing Your Most Critical Skill......Page 332
Running Effective Meetings......Page 337
Effective Communication Competencies and Having Difficult Conversations......Page 341
Communication Behaviours and Styles......Page 343
Delivering Effective Presentations......Page 344
Managing Communication Complexity in Virtual Teams......Page 346
Developing Effective Virtual Teams......Page 350
Best Practice "Netiquette"......Page 356
Activities......Page 360
Review Questions......Page 363
Key Terms......Page 365
Additional Resources......Page 367
References......Page 368
Part III - LEADERSHIP AND PROJECT EXECUTION......Page 370
Chapter 10 - Change Management......Page 371
Learning Objectives......Page 372
The Psychology of Change Management - Project Success Depends on Change......Page 373
People Embrace Change Differently......Page 374
Organization Snapshot: CN Rail......Page 381
Managing Change Execution - The Hard Side of Change Management......Page 387
Kotter‘s Eight-Step Change Management Model......Page 388
Lewin‘s Change Management Model......Page 391
Change Management - Before, During and After Change......Page 392
Organization Snapshot: Converting a War Room into Change Headquarters......Page 397
Integrating Project and Change Management......Page 398
Change Management Success......Page 402
The PM as a Change Agent - How Do You Effectively Lead Change Management?......Page 404
Leadership Styles for Implementing Change......Page 408
Chapter Summary......Page 411
Activities......Page 412
Review Questions......Page 413
Key Terms......Page 415
Review Answers......Page 417
References......Page 418
Chapter 11 - Success and Closure......Page 420
Learning Objectives......Page 421
Does Project Success Go Beyond Timely Delivery Within Project Constraints?......Page 422
The Soft Side of Project Closure......Page 428
Organization Snapshot: Tim Hortons......Page 436
Recovering a Troubled Project When Failure Is Not an Option......Page 440
Best Practices to Recover a Troubled Project......Page 441
Project Termination Models......Page 448
Closure and Benefits Realization......Page 449
Organization Snapshot: Bank of Montreal......Page 450
Chapter Summary......Page 452
Activities......Page 453
Review Questions......Page 454
Key Terms......Page 456
Additional Resources......Page 458
References......Page 459
INDEX......Page 461
