Leadership Styles of Project Managers

The leadership styles includes:

• Directing
  Telling others what to do
  
  
• Facilitating
  Coordinating the input of others
  
  
• Coaching
  Instructing others
  
  
• Supporting
  Providing assistance along the way
  
  
• Autocratic
  Making decisions without input
  
  
• Laissez Faire
  Has a hands-off policy and the team is entirely self-led regarding the decision making process
  
  
• Consultative
  Inviting ideas from others
  
  
• Consensus
  Problem solving in group with decision making based on group agreement

Power of Project Manager (in terms on PMP)

The power of Project Manager includes:

• Formal - based on your position
• Reward - giving rewards
• Penalty - Being able to penalize team member
• Expert - Being technical or project management expert
• Referent - Based on the project referring to the authority of someone in higher position

Managing Project Team

Project team management is a process that:

• montiors individual perofrmnce
• gives feedback, solves issues and organizes changes to improve project performance

Project manager should:

• update to the staffing management plan
• submit the change requests, reolved issues
• iput given for performance appraisals and documentation of lessons learned

Handling Conflict Management in PMP

Ways to handle Conflict Management includes:

• Confrontation
  The confrontation approach focus on identifying the underlying problem and working out solutions for it in a way that allows the involved parties to work through their disagreement.
  
  
• Compromise
  Compromise involves working out a middle ground that satisfies all parties to some degree. This can be called the win-win approach.
  
  
• Smoothing
  Smoothing de-emphasizes differences between points of view and focuses on commonalities.
  
  
• Forcing
  Forcing approach requires others to yield to the point of view of one side or another. It is also also call the win-lose approach and can increase conflict.
  
  
• Withdrawal
  Withdrawal involves avoiding or retreating from the conflict or potential conflict and allowing the involved parties to work out the conflict on their own.
  

Way to handle Conflict

Conflict management consists of one or more strategies for dealing with disagreements that may detrimental to team performance.

Basic approaches for handling conflicts includes confrontation, compromise, smoothing, forcing and withdrawal.

Problem solving techniques includes:

• Define the cause of the problem, not just the symptoms of the problem.
• Analyze the problem.
• Identify solutions.
• Implement a decision.
• Review the decision and confirm that the decision solved the problem.
  

Common types of Conflict in a Team

Causes of Conflict include:

• Competition between team members
• Differences in objective, values and perceptions
• Disagreements about role requirements, work activities and individual approaches
• Communication breakdowns
  

Team Building Activity (in PMP)

For a better team development, it is recommended to hold:

Team Building Activities

• Milestone parties
• Outdoor activities, eg. work trips, basketball match, soccer match, etc
• Creating WBS
• Planning the project by getting everyone involved in some way.

Co-location

• is the placing of most or all key team members int he same physical location
• make communication easier, enhance team performance and team spirit

A reward and recognition System

• is a formal system used to reinforce performance or behavior
• is to motivate the team to perform well and to achieve and maintain the desired
  

Best Practice for Team Development

The best practice for team development include:

• Hold team building activities from project initiating through project closing
• Gain training for team members where needed
• Create and give recognitions and rewards
• Place team members in the same location
• Assess team member performance
  

Stages in Developing a Project Team (in PMP)

The Stages in developing a project team include:

• Forming
  During this stage, conversations tend to be polite and noncommittal. In addition, team meetings tend to be confusing as the team tries to figure out who is in charge.
  
  
• Storming
  Team members begin to assert themselves and control issues emerge. Personality differences begin to arise. Conflicts result as team members differ on the way they want to do the project work.
  
  
• Norming
  The team begins to work productively without worrying about personal acceptance. There are still conflicts but they tend to be focused on process issues rather than personality differences. The team begins on mutual dependence and trust.
  
  
• Performing
  The team is working at optimum productivity. It is collaborating easily, communicating freely and solving its own conflict problems. Team members feel safe in reporting problems, trusting their fellow team members to help them create the best solution for the team as a whole.
  

Introduction to Developing a Project Team

For Developing a project team, Project Manager use team development:

• to enhance the performance of the project and the project eam in an effort.
• to increase the likelihood of meeting project objectives.
  

PMP Certification - Introduction to Acquire Project Team

When Acquire a Project team, the following areas are involved:

Acquiring project team members involves deciding in advance:

• when and what competencies are required.
• where they will come from.
• what the relevant costs are for each.

Project Manager needs to:

• figure out the best way to form teams.
• ensure that there is a good and effective communication.
• ensure roles and responsbilities are clearly defined.

What is Expectancy Theory

Expectany Theory is:

• Employees who believe their efforts will lead to effective performance and who expectg to be rewarded for their accomplishments remian productive as rewards meet their expectation.

McGregor & Ouchi Theories (X, Y, Z)

McGregor belives that all workers fit into one of two groups: X and Y.

• Theory X:
  Manger who accept this thory believe that people need to be watched every minute. People ar incapable, avoid responsiblility and avoid work whenenver possible.
  
• Theory Y:
  Manager who accept this theory believe that people are willing to work without supervision and want to achieve. People can direct their own efforts.

Ouchi believes workers and management cooperate for the good fo the organisation. Everyone Wins!

• Theory Z:
  Workers are motivated by a sense of commitment, opportunity and advancement.

What is Herzberg's Theory (for PMP Certification)

For Herzberg's Theory, it includes:

• Motivating Agents
  - What motivates people is the work itself, including things such as:
  > Responsibility
  > Self-actualisation
  > Professional growth
  > Recognition
  
  
• Hygiene Factors:
  - Are sufficient to motivate people. For example:
  > Working conditions
  > Salary
  > Personal life
  > Relationship at work
  > Security
  > Status
  

Basic Idea in Maslow's Hierachy of Needs (for PMP Certification)

It is bested to summarise using the following diagram:

What is included in Organisation Theory

Organisation Theory includes the following:

• Maslow's Hierachy of Needs
• McGregor & Ouchi Theories (X,Y,Z)
• Herzberg's theory of Motivation
• Expectancy Theory
  

Creating HR Plan

Human Resource Planning is the process of:

• idenifying,
• documenting,
• assigning project roles, responsibilities and
• reporting relationships

Project Human Resource Management with PMP Preparation

Project Resource Management includes the following:

• Human Resource Planning
  Identify and document project roles,responsibilities, reporting relationships and as well as creating the staffing management plan.
  
  
• Acquire Project Team
  Obtain the human resoures needed to complete the project.
  
  
• Develop Project Team
  Improve the competencies and interaction of team members to enhance project management.
  
  
• Manage Project Team
  Tracking team member performance, providing feedback, resolving issues and coordinating changes to enhance project performance.