Project Leadership: A Principle-Centered Approach

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1 Project Leadership: A Principle-Centered Approach Presented at the PMI NAC Dinner Meeting on Nov 12, 2014 Mave Dhariwal, MBA, PMP Director NAIT Shell Manufacturing Centre T: E: maved@nait.ca C: W: As a Global Registered Education Provider (R.E.P.) NAIT has been approved by PMI to issue professional development units (PDUs) for its project management (PMGT) training courses. Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 1 of 17 Group Activity: Leadership & Project Team Issues Please speak to the people at your table and brainstorm one or two project leadership or project team issues you have observed in your workplace Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 2 of 17 Mave Dhariwal, NAIT Shell Manufacturing Centre 1

2 Typical project leadership issues may include 1. Lack of people skills 2. Lack of formal project management training leading to stakeholder dissatisfaction 3. Lack of formal team building skills 4. Lack of conflict management skills 5. Lack of appropriate leadership skills leading to lack of trust and breakdown in communication 6. Poorly treatment of staff leading to excessive rework 7. Poor organizational culture Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 3 of 17 Triple Constraint The relationship between L ship and the three corners of the triangle Cost Scope Quality Time Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 4 of 17 Mave Dhariwal, NAIT Shell Manufacturing Centre 2

3 An Effective Project Plan includes: Stakeholder Management must be embedded throughout the project life cycle Integration Productivity Teams/L ship Cost HR PROJECT PLAN PMGT104 Project Scope Management PMGT105 Project Time Management PMGT106 Project Management Tools Procurement Quality Risk Communication Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 5 of 17 Project Initiation Checklist Based on input received from the Sponsor (or Senior Manager), the Project Manager (PM): Drafts a project charter. Reviews draft with sponsor and updates as required. - With Sponsor s assistance, the PM identifies guidance team members. Meets potential guidance team members. - PM reviews draft charter, obtain revisions, and agreement to proceed. Questions guidance team about contacting line managers. - PM receives indication from GT as to how line managers should be approached. Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 6 of 17 Mave Dhariwal, NAIT Shell Manufacturing Centre 3

4 Project Initiation Checklist the Project Manager (PM): Contacts Line Managers (Stakeholders) - Reviews draft charter, gains commitment to the project (staffing), and asks for approval to contact potential team members. Invites potential team members to a meeting. - Reviews team norms, provides charter overview, solicits input for changes, and finalizes action plan. Revises project charter. - Meets with the guidance team to seek approval (signatures) of the project charter, with possible adjustments. Closes the loop with line managers. - Provides a signed copy of the charter and action plan to the line managers. - Receives line managers concurrence on staff involvement. Starts working with the project team. - Invites guidance team members to team meetings, as time allows. - Provides regular updates to the guidance team and other stakeholders. Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 7 of 17 Could an organization s culture impact project success? Environment (atmosphere, setting, surrounding) Behavior (deed, action, conduct) Attitude (manner, stance, outlook) Values/Principles (ethics, morals, beliefs, ideals, standards) True North Old Wisdom: Over 2000 year old scrolls called Upanishads Destiny Action Thought Deep Burning Desire Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 8 of 17 Mave Dhariwal, NAIT Shell Manufacturing Centre 4

5 Commitment Project Leadership: A Principle-Centered Approach The Relationship between Involvement, Commitment and Culture Very Medium Low Very Low Days Weeks Months Years Involvement over Time Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 9 of 17 What is the role of Leadership during the stages of team development? Stages of Team Growth: Forming Storming Norming Performing Adjourning Source: Tuckman, B.W. (1965) Developmental Sequence in Small Groups. Psychological Bulletin, 63, Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 10 of 17 Mave Dhariwal, NAIT Shell Manufacturing Centre 5

6 Team Stages, Workload, Morale Form Adjourn Perform Storm Norm Source: Group Development and Situational Leadership II A Model for Managing Groups Don Carew, Eugene Parish-Carew, Ken Blanchard, Blanchard Training and Development Group Inc., 1990 Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 11 of 17 Could poor leadership skills be an issue? All project managers, supervisors and team members must possess exceptional facilitation skills Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 12 of 17 Mave Dhariwal, NAIT Shell Manufacturing Centre 6

7 Relationship Behavior (Supportive Behavior) Source: Hersey, Paul & Blanchard, Kenneth,H Management of Organizational Behavior, Fifth Edition, Prentice Hall, 1988 Source: Hersey, Paul & Blanchard, Kenneth,H Management of Organizational Behavior, Fifth Edition, Prentice Hall, 1988 Situational Leadership: Style of the Leader S3 Participating Relationship & Low Task S2 Selling Task & Relationship S4 Delegating Low Relationship & Low Task S1 Telling Task & Low Relationship Low Task Behavior (Directive Behavior) Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 13 of 17 Follower s Readiness (Based on Task & Willingness Maturity) Knowledge & Skills Ability (Knowledge & skills) Moderate Low R4 R3 R2 R1 A Great Deal Quite A Bit Some Little Job/ Task Maturity (Readiness) Willingness (confidence & commitment) Moderate Low R4 R3 R2 R1 Usually Often On occasion Seldom Psychological Maturity (Readiness) Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 14 of 17 Mave Dhariwal, NAIT Shell Manufacturing Centre 7

8 Relationship Behavior (Supportive Behavior) Source: Hersey, Paul & Blanchard, Kenneth,H Management of Organizational Behavior, Fifth Edition, Prentice Hall, 1988 Situational Leadership: Style of the Leader S3 Participating Relationship & Low Task S2 Selling Task & Relationship S4 Delegating Low Relationship & Low Task S1 Telling Task & Low Relationship Low Task Behavior (Directive Behavior) R4 R3 R2 R1 Maturity of the Follower (Readiness) Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 15 of 17 In closing, to be a principle-centered leaders, we must: lead by example recognize and reward staff/team contributions ask the following question of ourselves everyday what did I do today that helped someone else improve their capacity? ensure all actions are consistent with our personal mission statement: understanding, helpful, and committed, 24/7 and respond to any given circumstance in a firm but respectful manner Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 16 of 17 Mave Dhariwal, NAIT Shell Manufacturing Centre 8

9 Thank you! for your participation For further information, please contact us at: T: or Productivity Enhancement Services NAIT Shell Manufacturing Centre Street NW Edmonton Alberta T5G 2R1 Mave Dhariwal Project Leadership: A Principle-Centered Approach Page 17 of 17 Mave Dhariwal, NAIT Shell Manufacturing Centre 9

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