project management maturity assessments dr. ginger levin...

1© Flannes and Levin, 2002

Five Essential People Skills for Project Professionals

Dr. Ginger Levin

[email protected]


The Challenge

Continual changeIncreasing complexityNew technologiesMore time spent coordinatingInappropriate performance measures


Growing Complexity of Projects

20 PEOPLE, 190 CHANNELS!

2 people, 1 channel

3 people, 3 channels

4 people, 6 channels 5 people, 10 channels

N=n(n-1)2

Adapted from Frame, 1995


Triple Constraint

What’s Missing

Time Cost

Performance


People

Project managerTeam membersSponsorCustomerSuppliersEtc. . .


Presentation Overview

Wear the Right Hat

Motivating Team Members

Managing Project Conflicts

Handling Stress

Overcoming Critical Incidents


1. Wear the Right Hat

“The project manager must effectively and comfortably wear many different

“hats” when leading a project.”

Adapted from Flannes and Levin, 2001


Be a Leader

Establish and communicate the vision and directionIdentify the purpose of the projectDetermine its added value“Walk the talk”



Be a Manager

Establish an administrative systemBalance structure with autonomy, creativity, and flexibility



Be a Facilitator

Help others get their work doneClear the way aheadRemove obstaclesMotivate individuals and the team as a unit



Be a MentorBe a role modelShow a genuine, personal interestOffer suggestions, possibilities, approaches opportunitiesProvide feedback



2. Motivating Team Members

“We have to undo a one hundred-year-old concept and convince our

managers that their role is not to control people and stay ‘on top’ of

things, but rather to guide, energize and excite.”

-Jack Welch, former CEO, General Electric, in Wisdom, Inc


Common Motivation Mistakes

“What motivates me will motivate others”“People are only motivated by money”“Team members just want formal awards”“Team members are motivated by quotas”“Let’s have a rally slogan”“I’ll just be a strong cheerleader”“Professionals don’t need motivating”“I’ll treat everyone the same”“I’ll use something that worked in the past”



Motivation Across the Life Span

Tryout 20sTurbulent 30sFlourishing 40sFlaming 50sSerene 60s

Silent generationViet NamMeEndangered

Adapted from Sheehy


Major Stages in a CareerStage 10

Stages 8 and 9

Stages 5 and 6

Stage 7

Stage 4

Stage 3

Stages 1 and 2Adapted from Schein


Different Personality Styles

Extravert

Sensing

Intuitive

ThinkingFeeling

Judging

Perceiving

Introvert


Career Anchors

Technical-FunctionalGeneral ManagerialAutonomy and IndependenceSecurity and StabilityEntrepreneurial CreativityService and DedicationPure ChallengeLifestyle

Adapted from Schein


Motivational Checklist for the Project Manager

Assess the team member in terms of:Emotional baggageMaslow stagesGroup considerations, career anchor values, career stage, personal style

Assess your personal styleAssess influence of outside issuesBe proactive!



3. Managing Project Conflict

Project prioritiesAdministrative proceduresTechnical opinions and trade-offsStaffingCostSchedulesPersonalities

Adapted from Thamhain and Wilemon, “Conflict Management in Project Life Cycles”


Conflict – BothPositive and Negative

Positive:Challenging existing beliefs/paradigmsReducing “groupthink”Revitalize team energy

Negative:DemotivatingIncrease cynicismDecrease interpersonal communicationsInitiative and risk taking suffer



Classic Conflict Resolution Approaches

Uncooperative CooperativeUna

sser

tive

A

sser

tive

Competing (Forcing)

Collaborating (Confronting)

Avoiding (Withdrawing)

Accommodating (Smoothing)

Compromising

Adapted from R. R. Blake and J.S. Mouton, “The Managerial Grid” and Thomas and Kilmann, 1974.


What Should You Do?

Win-Lose Competing

AvoidingLet It Be

AccommodatingLet the Other Win

Integrate for a Win-Win Collaborating

CompromisingGive In for the Short Term



Conflict Resolution Checklist

1. What is the phase of the project?2. Is the conflict is a result of a lack of

information?3. Is the conflict functionally based?4. Is the conflict personality based?5. Does the proposed solution contain too much

bureaucracy or procedural overkill?6. Does the proposed conflict resolution method

use the appropriate communication vehicle?Adapted from Flannes and Levin, 2001


4. Handling Stress

What is stressful for you may not be stressful for someone elseStress affects us on cognitive, physical, and behavioral levelsStress may be acute, chronic, or cumulativeStress is neither good nor bad!



Inherent Stress inProject Management

Matrix management Pressure to build a team quickly, efficiently

Singular problem-solving

Solving unique problems for the first time

Project life cycle Atmosphere lacks continuity, stability, and predictability



Other Areas of Stress

Focus on timeTechnology changesDifferent valuesOrganizational dynamicsPersonal factorsEtc.



How to Cope?

MaladaptiveGiving upBecoming aggressiveIndulging in the extremeBecoming defensive

AdaptivePersonal self-talkEmotional processing methodsJournal writingPersonal discussionsPhysical tools and approaches



5. Overcoming Critical Incidents

A Critical IncidentA natural force outside of our controlAn event caused by the action of another human

Effect on the Individual and the Team

The individual victimThe effect on the victim’s project team

How can the Project Manager help?


Some Guidelines

For the individual:Maintain a supportive, understanding but business-related focusRespond with empathy but set limits

For the team:Conduct a critical incident debriefingBe an attentive and task-focused leaderPrepare a project recovery planAdopt realistic expectations about team performance


Wear theWear theRight HatRight HatMotivateMotivate

TeamTeamMembersMembers

ManageManageConflictsConflictsHandle Stress

Handle StressOvercomeOvercome

CriticalCriticalIncidentsIncidents

ProjectProjectManagementManagement

SuccessSuccess

ProjectProjectSuccessSuccess

OrganizationalOrganizationalSuccessSuccess

Five Essential People Skills for Project ProfessionalsDr. Ginger [email protected] OverviewWear the Right HatBe a LeaderBe a ManagerBe a FacilitatorBe a Mentor2. Motivating Team MembersCommon Motivation MistakesMotivation Across the Life SpanMajor Stages in a CareerDifferent Personality StylesCareer AnchorsMotivational Checklist for the Project ManagerConflict – Both Positive and NegativeWhat Should You Do?Conflict Resolution Checklist4. Handling StressInherent Stress in Project ManagementOther Areas of StressHow to Cope?5. Overcoming Critical IncidentsSome Guidelines

project management maturity assessments dr. ginger levin...

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