To promote the inclusion of people

aspects of project management

Research and promote tools and

techniques

Provide support for project leaders

and teams

Provide support for performance

improvement

Our Primary Objectives

Building our reputation as a centre of excellence for people aspects of P3M delivery

Communications & publications using appropriate media including:

o Contributing to the APM BoK

o SIG-specific guides (print & media)

o Social media

Engaging with other SIGs & branches, the wider PM community and other ‘like-

minded’ bodies and organisations outside the APM

Presentations & workshops

Proposing, conducting and encouraging research into people aspects of projects

Delivered Through…

Is It Easy To Identify

Good Leaders?

Russel Jamieson - Chair People SIG

Colin Tweddle – HMRC Programme Director

Leadership

Definition

“Leadership is the ability to establish vision and direction, to

influence and align others towards a common purpose, and

to empower and inspire people to achieve success.”

APM BoK 6th edition

Where Is The Challenge?

Diverse stakeholders

Transient teams

Inconsistent levels of support/interest

New and novel products

New and novel methods

New customers

New suppliers

Diverse/conflicting Political and political agendas

Human nature

Why programmes

succeed

Why programmes

succeed

Experience of large numbers of

major programmes

This may affect other programmes

B ELIEF

Programme failure

The programme remembers the business

is usually correct

The programme remembers the business

is usually correct

Front Line Failure

Business and main supplier are aligned Business and main

supplier are aligned

Objectives of business and main supplier

allowed to drift apart

• Failure to recognise what drives supplier and customer

• Zero - sum game – not win - win

• Building individual defences, rather than mutual success

No Alignment

Programme management with a focus on benefits

delivery

Programme management with a focus on benefits

delivery

Dependencies and Risks

are documented not managed

Tacit assumption of slippage

Milestones are too distant to

highlight slippage

Decision making process that makes decisions and sticks

to them

Decision making process that makes decisions and sticks

to them

End Goal is clearly defined and understood

End Goal is clearly defined and understood

Failure occurs when money

Runs out

Too few islands of stability

No contingency

planning

Leaders Lay The Foundations Of Programme Success

What We Are Going To Cover

Is it easy to identify good leaders?

– What does a project leader look like?

– Leadership styles

– Personal values and personal leadership approaches

– Emotional intelligence

– Personal resilience

What Does A Project Leader Look Like?

Where do you stand?

PPM Leadership To be a successful leader

you need:

– The right level of training and

capabilities

– A network of peers to support you

– Continuous professional development

– To learn from experience

– Confidence in your professional

heuristics

– A set of tools to assist you

– Determination and resilience

To be a successful leader

you must:

Support your colleagues through:

– Capability building and training

– Providing peer support

– Encouraging ongoing learning

– Sharing your experiences

– Help create more Master Builders

– Share your tools and how best to

use them

– Mentoring and coaching

Why Should Others Follow?

Do You:

Promote and uphold the project vision, reinforce positive relationships, build an environment that supports effective team work, raise morale and empower and inspire others to follow throughout the lifecycle of the project?

Determine what leadership style is appropriate for particular situations, individual or group, and adapt your style as appropriate?

Create an environment which encourages high performance and enables team members to reach their full potential?

Gain the trust, confidence and commitment of others and utilise collaboration throughout the lifecycle to ensure continued momentum of the project?

Build and maintain the motivation of the team throughout the project?

Agree SMART performance objectives for the team and individuals which are regularly reviewed and monitored to provide prompt and constructive feedback? and

Identify and address development needs of the team and self?

APM Competence Framework – BC03 Leadership

Why Do Others Follow?

Never forget followers have their own identity

Rational

Hopes of gaining money, status,

power, or entry into a meaningful

enterprise and our fears that we

will miss out if we don’t.

Unconscious

Motivations

These lie outside the realm of our

awareness and, therefore, beyond

our ability to control them.

Leading Teams

Colin Tweddle RPP Programme Director Wider Coverage Programme Project Director Improving Caseflow and CRMM Project

PDLA Team Day | 16

Examples of High Performing Teams, please?

PDLA Team Day | 17/3/14 | 17

PDLA Team Day | 18

Teams and Individuals

Project delivery is a team sport (or is it?)

Individuals

Mindsets and Approaches

Leadership roles and styles

Leadership: incomplete

PDLA Team Day | 19

A Bit of Theory

Group Dynamics, Team Formation, Group

Development, Organisational Psychology

100s of Theories/Models (Hill & Grunner, 1973)

And yet we all know just one…

Tuckman (1965,1977) - Stages

PDLA Team Day | 20

Tuckman

Forming

Storming

Norming

Performing

Adjourning

PDLA Team Day | 21

There are others…

Lewin Tuckman Fisher Poole’s 4 tracks McGraths TIP Gersick Wheelan Morgan Salas & Glickman TEAM

Unfreezing Forming Orientation Task track 4 modes Phase 1 Dependency and Inclusion

Pre-forming

Change Storming Conflict Relationship track Inception Midpoint Counter-dependency and Fight

Forming

Freezing Norming Emergence Topic track Problem Solving Phase 2 Trust/Structure Storming

Performing Reinforcement Breakpoints Conflict Work/Productivity Norming

Adjourning Execution Final Performing I

3 functions

Reforming

Production Performing II

Wellbeing Conforming

Member Support

De-forming

PDLA Team Day | 22

Building the Team

What do you want?

What do you need?

What can you get?

Who can you get?

What is the gap?

Where is everyone?

PDLA Team Day | 23

Keeping the Team

What will you feed it?

How will you shelter it?

How will you love it?

How will you develop it?

How will you know if its

healthy?

Who can help you?

Leadership Styles

Autocratic

Bureaucratic

Democratic

Laissez Faire

More Leadership Styles

Transformational

Transactional Creative

Corrective

Servant

Personal Values and Personal Leadership Styles

Scenario 1: Late Delivery Scenario 2: Corporate Hospitality

Emotional Intelligence

The five domains Knowing your emotions Managing your own emotions Motivating yourself Recognising and understanding other people's emotions Managing relationships.

Daniel Goleman's - Emotional Intelligence

Personal Resilience

Resilience is the process of adapting well in the face of adversity, trauma, tragedy, threats or significant

sources of stress — such as family and relationship problems, serious health problems or workplace and financial stressors. It means "bouncing back" from

difficult experiences.

American Psychological Association

Personal Reflection

What’s my identity as a leader ? What’s my identity as a follower ? Have I got emotional intelligence ? Is there balance in my personal resilience, performance and wellbeing ?

Talent

spotting and

recruitment

POTENTIAL

New capabilities are

needed for our PPM

leaders of the future

You may be interested in:

People SIG

Research

In summary

Is it easy to identify good leaders? • What does a project leader look like?

• Leadership Styles

• Personal Values and personal leadership approaches

• Emotional Intelligence

• Personal Resilience

Upcoming Events

Invitation: Become active with the People SIG

Leadership

Teamwork

Sponsorship

Collaboration

Communication

• Leadership – Northern Ireland Branch &

ICE joint event in Belfast

22 October 2015

• APM Presents… – University of Warwick

17 March 2016

• Emotional Intelligence Research

Ongoing

Contact…

• APM People SIG peoplesig@apm.org.uk

• Russel Jamieson russjam1@mail.com

https://twitter.com/PeopleSIG @PeopleSIG

https://www.apm.org.uk/group/apm-people-specific-interest-group

A Final Thought

This presentation was delivered at

an APM event

To find out more about upcoming events please visit our website www.apm.org.uk/events