Interpersonal Skills for Portfolio, Program, and Project Managers Ginger Levin, DPA, PMP, PgMP m MANAGEMENTCONCEPTS
Contents Preface xvii Introduction 1 Projects: Technical Problems with Human Dimensions 2 The Importance of People Skills 2 The Program and Project Life Cycles 3 Forming Stage 3 Storming Stage 6 Norming Stage 9 Performing Stage 9 Adjourning Stage 10 The Project-Based Organization 12 The Importance of Project and Program Stakeholders 13 Program and Project Complexity 14 Continual Downsizing, Outsourcing, and Offshoring 15 Leading in a Matrix Structure 16 Virtual Teams and a Distributed Workplace 17 Continual Organizational Change and People Skills 19 People Skills and Risk Management 20 People Skills and Business Development 21 People Skills and Knowledge Management 23 1 Leadership 25 The Importance of Leadership in Program and Project Management 26 Identifying Stakeholders 27 Clarifying Organizational Structure 30 Leveraging Resources 32 Leveraging Motivation 34 The Four Key Leadership Functions of Program and Project Managers 35
x Interpersonal Skills for Portfolio, Program, and Project Managers The Program or Project Manager as Leader 36 The Program or Project Manager as Manager 40 The Program or Project Manager as Facilitator 43 The Program or Project Manager as Mentor 45 Summary 48 Discussion Questions 49 2 Team-Building Strategies 51 What Is Team Building? 52 The Growth of Virtual Teams 52 Benefits of Virtual Teams 53 Challenges Associated with Virtual Teams 54 Managing Virtual Teams 55 Characteristics of the Virtual Environment 56 Personal Flexibility 57 Interactive Communications 57 Greater Use of Collaborative Tools and Techniques 58 A High-Trust Culture with Defined Team Values 58 Collaborative Leadership 59 Greater Adaptability 59 Dynamic Team Membership 60 Less Time to Learn to Work Together Effectively 60 Multicultural Teams 60 Less Visibility in the Organization 61 Required Knowledge, Skills, and Competencies 61 Unknown Conflict 61 Team-Building Approaches 62 Clarifying Roles and Responsibilities 61 Understanding Priorities and Establishing the Vision 63 Setting the Stage for Success 63 Implementing Collaborative Leadership 64 Using a Team-Based Reward and Recognition System 65 Involving the Team in Decision-Making 66 Using Stress-Management Techniques 61 Conducting a "People Issues"Audit 61 Summary 68 Discussion Questions 71
Contents XI The Art of Motivation Trends Affecting Motivation Reductions in Force Increasing Complexity Cross-Cultural Influences Strategies for Motivating Team Members Motivating Using Personal Styles Motivating Using Career Stages Motivating Using Career Values Motivating Using Situational Considerations McClelland's Achievement, Affiliation, and Power Theory Achievement Orientation Affiliation Orientation Power Orientation Systemic Approaches to Motivating the Team Creating an Empowered Team Applying Force Field Analysis Motivational Mistakes Motivational Checklist for the Program or Project Manager Summary Discussion Questions 73 74 74 76 16 11 11 78 80 85 88 89 89 90 91 91 96 97 99 99 100 Interpersonal Communication Tools The Importance of Communications in Portfolio, Program, and Project Management Communications on Virtual Teams Developing Concrete Communication Skills Sending "I"Messages Listening Actively Asking Open-Ended Questions Tracking the Message Reframing a Point Identifying and Appreciating Individual Differences in Communications The MBTI Approach Communication Tips: Using the MBTI Ideas to Deliver Your Message 103 103 106 107 107 108 110 111 112 112 113 114
xii Interpersonal Skills for Portfolio, Program, and Project Managers Paying Attention to the Tone and Texture of Communications 121 Being Present during the Discussion 121 Listening to the Music behind the Words 123 Considering the Alliance and the Context 123 Keeping the Communication Reciprocal 125 Being Aware ofthe Content and the Process 127 Recognizing Communication Stoppers 128 Denial 128 Projection 129 Displacement 130 Objectification 131 Summary 133 Discussion Questions 133 5 Building and Managing Relationships with Stakeholders 135 Identifying Stakeholders 136 Communicating with Stakeholders 137 Communicating with External Stakeholders 141 Communicating with Key Program Stakeholders 142 Communicating with Key Portfolio Stakeholders 143 Building Stakeholder Relationships 148 Uniting the Team 148 Explaining Decisions 149 Summary 150 Discussion Questions 150 6 Decision-Making 153 The Importance of Team Cohesiveness in Decision-Making 154 The Decision-Making Process 156 The Decision-Making Process on Virtual Teams 157 Creating and Lmplementing a Decision-Making Process 158 The Power Bases 159 Reward Power 160 Coercive Power 161 Legitimate Power 161
Contents xiii Referent Power 162 Expert Power 163 Making a Decision 167 Escalating the Decision 169 Communicating and Documenting the Decision 169 Making Decisions and Accepting Change 170 Decision-Making Checklist 171 Discussion Questions 172 7 Managing Stress 175 Inherent Sources of Stress in Project Management 176 Being a Project Leader 176 Managing in a Matrix Organization 178 Solving Singular Problems 179 Ramping the Project Up and Down 180 Working on a Virtual Team 183 Inherent Sources of Stress in Program Management 183 Managing Several Projects Plus Ongoing Work 183 Working with Numerous Internal and External Stakeholders 188 Being a Program Leader 189 Transitioning Program Benefits 190 Inherent Sources of Stress in Portfolio Management 192 Guiding the Selection Process 194 Optimizing the Portfolio 194 Monitoring and Measuring the Value of Portfolio Management 195 Working with Multiple Funding Streams 196 Assessing the Environment for Changes to the Portfolio 197 Stress Caused by Dysfunctional Organizations 197 Stress Caused by the Manager's Personal Traits and Habits 199 Perfectionism and Time Urgency 200 Overcontrol 200 Runaway Personal Myths and Beliefs 201 Excessive Multitasking 202 Stress-Management Tips for the Portfolio, Program, or Project Manager 203 Summary 204 Discussion Questions 204
xiv Interpersonal Skills for Portfolio, Program, and Project Managers 8 Resolving Conflict and Managing Agreement 207 Types of Conflict 209 Individual Sources of Conflict 210 Conflict on Program and Project Teams 210 Conflict in Portfolio Management 212 Conflict throughout the Project Life Cycle 213 Initiating Phase 215 Planning Phase 216 Executing Phase 217 Closing Phase 218 The Thomas-Kilmann Model of Conflict Resolution 219 Smoothing or Accommodating 220 Forcing or Competing 221 Withdrawing or Avoiding 222 Compromising 223 Problem-Solving or Confronting 224 Collaborating - 227 Building a Culture of Conflict Resolution 227 Conflict Resolution Checklist 228 Managing Agreement 230 Summary 231 Discussion Questions 232 9 Critical Incidents: Coping with Traumatic Events 235 Impact on the Victim 236 Helping the Victim 237 Impact on the Project Team 238 Impact on the Program Team 239 Critical Incident Stress Debriefing 241 Beginning the Debriefing Meeting 241 Letting Team Members Tell Their Stories 242 Concluding the Debriefing Meeting 242 The Recovery Plan 243 Taking Steps toward Project Recovery 244 Assessing Team Effectiveness and Performance 245 The Project Recovery Manager 246 Leadership Skills 247
Contents XV Interpersonal Skills 247 Customer Relations Skills 248 Communication Skills 249 Project Failure and Project Closure 249 Tips for the Project Manager 250 Summary 250 Discussion Questions 251 10 Future Issues, Career Management, and Thoughts on Interpersonal Issues 253 Future Issues and Challenges in Portfolio, Program, and Project Management 253 Improving Your Performance as a Portfolio, Program, or Project Manager 255 Creating a Personal Improvement Plan 256 Strivingfor Excellence 258 Improving Team Members' Performance 259 Becoming a Guide 259 Creating a Team Culture of Success 259 Career Management for Project Professionals 260 Rule 1: Actively Consider What You Want to Do 260 Rule 2: Network, Network, Network! 261 Rule 3: The Higher You Go, the More Important Chemistry Becomes 262 Rule 4: Keep Your Resume Current and Active 264 Rule 5: Put Your Personal References in Order 264 Rule 6: Create Your Two-Minute Introduction 265 Consider an Entrepreneurial Career 266 Interpersonal Issues in the Digital Age 267 Refining Your People Skills 268 Finding Meaning in Life 268 Coming to Grips with Isolation 269 Managing Beginnings and Endings 270 Parting Thoughts 270 References and Recommended Resources 273 Index 281