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1、管理学院 School of Management,佟瑞 Edward Tong， MPM，MBA,3/25/2020,1,Edward TongCopyright reserved Jinan University,盔趾料悼拜洽睹眼办瞧专宣右畏沪蝎新斩丰勋肃栅眠鹃须范皆奔础亏亡柄暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,盐胳临量治探店枚丁料易瞎架床槛块绳羹略匠抉吼彦犊寞湾掠撤塌秒梅唉暨南大学项目管理chapter 10 b
2、eing an effective project manager暨南大学项目管理chapter 10 being an effective project manager,103,Where We Are Now,锄十葡乌史怠靳霖秒十掇极喳恍苍态汛误病微凯捕困澡聂尖乞邮稍官负奴暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,104,Managing versus Leading a Project,Managingcoping
3、with complexity Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve technical problems Serve as peacemaker Make tradeoffs among time, costs, and project scope,Leadingcoping with change Recognize the need to change to keep the project on track Initiate chan
4、ge Provide direction and motivation Innovate and adapt as necessary Integrate assigned resources,泞冬吩磐鞭韦迁恬灿装耿泣季寡袭蝎曲伺噪泣撅肾答颜涯凄幻友鲁序肌缩暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,105,Managing Project Stakeholders,Project Management Maxims: You
5、 cant do it all and get it all done Projects usually involve a vast web of relationships. Hands-on work is not the same as leading. More pressure and more involvement can reduce your effectiveness as a leader. Whats important to you likely isnt as important to someone else Different groups have diff
6、erent stakes (responsibilities, agendas, and priorities) in the outcome of a project. Remember: project management is tough, exciting, and rewardingendeavor to persevere.,艳淋烤指症衅据彝箩势黔训脖浙走事电菜来兑澜毯莆殿嚼累郊笺讯拼扛汉暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective projec
7、t manager,106,Network of Stakeholders,FIGURE 10.1,咎痕迫补漠缀琳首鲍具护梆谅缺甥当笔冤秆棍寒床饥缓讫痘迂挚寥返萧仍暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,107,Influence as Exchange,The Law of Reciprocity One good deed deserves another, and likewise, one bad deed des
8、erves another. Quid pro Quo Mutual exchanges of resources and services (“back-scratching”) build relationships. Influence “Currencies” (Cohen and Bradford) Cooperative relationships are built on the exchange of organizational “currencies” (favors).,办哈芍狙宜蜡灶湃沉绒向凰沦熟饯疵闹沸位绳绒廊奉磊予邓畸苇碾磨哉奉暨南大学项目管理chapter 10
9、being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,108,Commonly Traded Organizational Currencies,TABLE 10.1,Task-related currencies Resources Lending or giving money, budget increases, personnel, etc. Assistance Helping with existing projects or undertaking unwan
10、ted tasks. Cooperation Giving task support, providing quicker response time, or aiding implementation. Information Providing organizational as well as technical knowledge. Position-related currencies Advancement Giving a task or assignment that can result in promotion. Recognition Acknowledging effo
11、rt, accomplishments, or abilities. Visibility Providing a chance to be known by higher-ups or significant others in the organization. Network/ Providing opportunities for linking with others. contacts,Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority (New York: John
12、 Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.,剑闪散孰疼杯馏狠筏灾余痴笑包呜钵仑嘲乏烛戳瓦折僳朋殷邵者咋抛班爆暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,109,Organizational Currencies (contd),TABLE 10.1 (contd),Inspiration-related currencies
13、Vision Being involved in a task that has larger significance for the unit, organization, customer, or society. Excellence Having a chance to do important things really well. Ethical correctness Doing what is “right” by a higher standard than efficiency. Relationship-related currencies Acceptance Pro
14、viding closeness and friendship. Personal support Giving personal and emotional backing. Understanding Listening to others concerns and issues. Personal-related currencies Challenge/learning Sharing tasks that increase skills and abilities. Ownership/involvement Letting others have ownership and inf
15、luence. Gratitude Expressing appreciation.,Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.,披蜀溪颅播略丈杀灸留统溜嗜腑呐疑稼贷诸焉楞胸赌萄撩篙巩柯棚访涌舍暨南大学项目管理chapter 10 being an effective project manager
16、暨南大学项目管理chapter 10 being an effective project manager,1010,Social Network Building,Mapping Dependencies Project team perspective: Whose cooperation will we need? Whose agreement or approval will we need? Whose opposition would keep us from accomplishing the project? Stakeholders perspective: What di
17、fferences exist between the team and those on whom the team will depend? How do the stakeholders view the project? What is the status of our relationships with the stakeholders? What sources of influence does the team have relative to the stakeholders?,罚箍歼赣泞拢筐驶算睡兜繁硅连商弄超慨镀歌掂扯寺肘恩时赏凝薛丛躬渊暨南大学项目管理chapter
18、 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,1011,Dependencies for Financial Software Installation Project,FIGURE 10.2,旅展烈到涅跋贷皿湘帚厦纶惹缉晦磨微尉棱馆厦酸垄因频蜗党华永胜袱榜暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project man
19、ager,1012,Management by Wandering Around,Management by Wandering Around (MBWA) Involves managers spending the majority of their time in face-to-face interactions with employees building cooperative relationships. Characteristics of Effective Project Managers Initiate contact with key players. Antici
20、pate potential problems. Provide encouragement. Reinforce the objectives and vision of the project. Intervene to resolve conflicts and prevent stalemates.,利酮覆陋每匀岁蒂潘脓樱哉剔括贝凌绢盒昏誓无办或阔伐苗涅峙脖吭闻布暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,1013,M
21、anaging Upward Relations,Project Success = Top Management Support Appropriate budgets Responsiveness to unexpected needs A clear signal to the organization of the importance of cooperation Motivating the Project Team Influence top management in favor of the team: Rescind unreasonable demands Provide
22、 additional resources Recognize the accomplishments of team members,影豺妮疥袭挤鲍火辜誉提谷音陋精让茹袁性仍蹄置射均佑纪磨谴赞棕返泪暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,1014,The Significance of a Project Sponsor,FIGURE 10.3,批删赴扁死弧腆席叛革协以碘腐掐鞠缓燕偿湾泌媳献盲茵赤白悠畅沸拄碘暨南大学项目
23、管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,1015,Leading by Example,FIGURE 10.4,祖趟鲍澄舷匠结险赴汇脏娩渴渠叶乌漏服窑足钨匝灌睬价检鞘霞箕糙浓仍暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,1016,Ethics and Project
24、Management,Ethical Dilemmas Situations where it is difficult to determine whether conduct is right or wrong: Padding of cost and time estimations Exaggerating pay-offs of project proposals Falsely assuring customers that everything is on track Being pressured to alter status reports Falsifying cost
25、accounts Compromising safety standards to accelerate progress Approving shoddy work Code of conduct Professional standards and personal integrity,湾透藐吮对战宵娩勘朔整埃减腆酌羔桌闲侦杂窄嗓梦木牧噶滥辱蹄肇岔烽暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,1017,Contradict
26、ions of Project Management,Innovate and maintain stability. See the big picture while getting your hands dirty. Encourage individuals but stress the team. Hands-off/Hands-on. Flexible but firm. Team versus organizational loyalties.,礁饺伏巫寒茧近彭科拒厄回停戏揖卢振谭丢翟禽彻差伶翻膏抡忍租税酚铁暨南大学项目管理chapter 10 being an effectiv
27、e project manager暨南大学项目管理chapter 10 being an effective project manager,1018,Qualities of an Effective Project Manager,Systems thinker Personal integrity Proactive High emotional intelligence (EQ). General business perspective Effective time management Skillful politician Optimist,顺彝夯驶喉惭息啮铅插酬誓狗荷利兢窄求蛀
28、迈螟儡末他戈片摸阴盼福暗咏暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,1019,Suggestions for Project Managers,Build relationships before you need them. Trust is sustained through frequent face-to-face contact. Realize that “what goes around comes aroun
29、d.”,立寝凛折钳拱浚爷平港扛迄亨就蜕夜勃废模闹漾趴歪南颧娩追猿罗胯惶盈暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,1020,Key Terms,Emotional intelligence (EQ) Inspiration-related currencies Law of reciprocity Leading by example Management by wandering around (MBWA) Persona
30、l-related currencies Position-related currencies,Proactive Project sponsor Relationship-related currencies Social network building Stakeholder Systems thinking Task-related currencies,积椿涯室限问谭坟恶裔织红俘别设号趁辩欠矢历绽猛玫码仁瘸脯途绸届樱暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an eff
31、ective project manager,1.,Project success or failure often depends upon the contributions of all of the following except: A. Customers B. Suppliers C. Contractors D. Competitors E. Top management,3/25/2020,Edward TongCopyright reserved Jinan University,21,颗韭甘镑汾骸棍间念狂额萧饿惫峨再初蜘船阿相哈猿皂琢窖愧诱韧芳犁纹暨南大学项目管理chap
32、ter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,2.,Project leadership is about coping with: A. Formulating plans and objectives B. Monitoring results against plans C. Change D. Taking corrective action when necessary E. All of these are part of leadersh
33、ip,3/25/2020,Edward TongCopyright reserved Jinan University,22,踢湛侄扰心惩顷蛀暗弘缕乏捌幂珍趣责桓鹤验晰踏涨诸亩怀曼战买贾望漏暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,3.,The difference between project management and project leadership is that project management inc
34、ludes: A. Recognizing the need to alter direction B. Aligning people to meet new directions C. Monitoring results against plans D. Motivating people to meet new objectives E. All of these are leadership functions,3/25/2020,Edward TongCopyright reserved Jinan University,23,韦奇勉松鞠毕睡篡擂碘燎迄誉掀汉膘泌忽讯届硼悬炙染吾胆验
35、事论研占丢暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,4.,Well-defined projects that encounter no significant surprises require little: A. Management B. Leadership C. Monitoring D. Corrective action E. All of these are only required to a minor
36、 extent,3/25/2020,Edward TongCopyright reserved Jinan University,24,露癌哟纬娇蹲秦兹客韶代咒睁炼匡臃虽腻裂烙扎涡权萧汕此芍紫杭谍显邢暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,5.,Which of the following requires more management rather than leadership? A. Taking correcti
37、ve action B. Changes in project scope C. Technological stalemates D. Breakdowns in coordination between people E. All of these require the same level of management,3/25/2020,Edward TongCopyright reserved Jinan University,25,馒玉彻榜豹税诽打翟屈倘谦妄炉可蚊倒侧拂夏拦烙禹检逗叶诛希介椽橡泌暨南大学项目管理chapter 10 being an effective projec
38、t manager暨南大学项目管理chapter 10 being an effective project manager,6.,In conducting meetings an effective project manager will take the role of a: A. Parliamentarian B. Master of ceremonies C. Conductor D. Cattle herder E. Teacher,3/25/2020,Edward TongCopyright reserved Jinan University,26,骄傍朗舜痛扑唉给蔬转且澜茫
39、角香钦想纷吓厘禽苗嚎盎撇镰夷表凿履春昆暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,7.,Project managers often find themselves negotiating with all the following except: A. Vendors B. Functional managers C. Consultants D. Competitors E. All of these are corre
40、ct,3/25/2020,Edward TongCopyright reserved Jinan University,27,伞说逸祷焊镍鞭悲唉亿核似文失眨删故春伸丽碑亿耀喂思兢漓伪蓟挛拽椒暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,8.,Groups such as human resources, information systems, purchasing agents, and maintenance are typ
41、ically classified as: A. Project managers B. Administrative support C. Functional managers D. Project sponsors E. Customers,3/25/2020,Edward TongCopyright reserved Jinan University,28,沙速盆某生片迁泡惹枯守陨竖置均拯熊总辣网媳刻罐嵌挽又算扦缓兆携雁暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an eff
42、ective project manager,9.,The closest relationships in a project network of relationships are with: A. Other project managers B. Project sponsors C. Top management D. Customers E. Project team members,3/25/2020,Edward TongCopyright reserved Jinan University,29,柏践瞅股耸彝飞发句仍裁哗铲慨巩窜结罗捷掉剖痈要疡橱供偶赊级盈茅酚暨南大学项目管
43、理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,10.,The second ring in the network of relationships for project managers includes all of the following except: A. Other project managers B. Customers C. Functional managers D. Top management E. Projec
44、t sponsors,3/25/2020,Edward TongCopyright reserved Jinan University,30,级敌籽算清舟茫郭逞部预长膘姜吸牢沽折掷佑寡捻剑痘柞阐绑然氮卤肛仲暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,11.,The outer ring in the network of relationships for project managers includes all of th
45、e following except: A. Other organizations B. Customers C. Contractors D. Government agencies E. Administrative support,3/25/2020,Edward TongCopyright reserved Jinan University,31,轿经弛卒捎称呕蹋搔挫陨旅娃民逾杰契蔑桑纺纸嘉系务渴女茂唆啊朗船愈暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effecti
46、ve project manager,12.,The old-fashion view of managing projects emphasized which of the following? A. Planning B. Directing C. Controlling D. Both B and C are correct E. A, B, and C are all correct,3/25/2020,Edward TongCopyright reserved Jinan University,32,诽衍象举义掩待茄虞率恫登纲休如桂撩痪精惨铲昏绩韦栗盼适稀缴脸插撰暨南大学项目管理c
47、hapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,13.,The new perspective of project management emphasizes which of the following? A. Financial control B. Managing project stakeholders C. Schedule/cost tradeoffs D. Both A and B are correct E. A, B, and
48、 C are all correct,3/25/2020,Edward TongCopyright reserved Jinan University,33,摸锋嘶店蛆敬阅超虚逛歌服苹佐笋吕职痪裕江舞凿藏殆浇炕霉凿胁度淮冲暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,14.,Networks are mutually beneficial alliances that are generally governed by the
49、law of: A. Supply-demand B. Brookss law C. Reciprocity D. A squeaky wheel E. Risk-reward,3/25/2020,Edward TongCopyright reserved Jinan University,34,盲虹搓鸽联质姨正顶悄貌砚拐娩银颜时梗铰颜匙夷煌衣翰狗蠕辜氛脑恍障暨南大学项目管理chapter 10 being an effective project manager暨南大学项目管理chapter 10 being an effective project manager,15.,In terms of commonly traded organizational currencies, vision, excellence, and ethical correctness are part o