Developing Project Leadership

  • View
    395

  • Download
    0

Embed Size (px)

Text of Developing Project Leadership

  • Copyright 2015 Team Animation and Business Evolution Slide: 1

    Project Leadership Sarah Coleman and

    Donnie MacNicol

  • Copyright 2015 Team Animation and Business Evolution Slide: 2

    Developing Project Leadership

    Leading challenging and increasingly Volatile Uncertain Complex and

    Ambiguous (VUCA) projects can leave leaders feeling exposed and

    vulnerable. This session will provide you with insights and tools to

    help you lead successfully, relying strongly on your business acumen,

    interpersonal skills and organisational intelligence.

    Specifically:

    Organisational culture and why this is important to you and your

    project

    Project Leaders Eight Lookings how to ensure youre focused on

    whats important

    Planning your career moving from managing to leading

    Also receive a discount voucher for Project Leadership 3rd Edition

    published by Gower from which the materials have been taken

  • Copyright 2015 Team Animation and Business Evolution Slide: 3

    Agenda

    In a VUCA world - Project Leader

    vs. project leadership: why is it

    important?

    Organizational culture and why

    this is important to you and your

    project

    Project Leaders Eight Lookings

    how to ensure youre focused

    on whats important

    Planning your career moving

    from managing to leading.

  • Copyright 2015 Team Animation and Business Evolution Slide: 4

    VUCA

    The VUCA world

    Increasing projectification of

    organizations

    Part of skill set underpinning project

    success

    New reality: moving away from project

    planning and control tools as the keys to

    success, and towards the management

    and leadership of people and their

    performance

    Providing leadership capability is not just

    left to leaders

    Every project, programme and portfolio

    manager needs elements of leadership

    capability to be effective

    A strategic issue for businesses and

    government.

    http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=d21AaBzA6q7AaM&tbnid=5i4WHtemx77hKM:&ved=0CAgQjRwwAA&url=http://warschawski.com/blog/marketing-in-a-vuca-world/&ei=k_1DUu-2OMyv4QTK_oCYAw&psig=AFQjCNFALiaqxiK8JVr3hceJS6hITbZ4-A&ust=1380273939955998

  • Copyright 2015 Team Animation and Business Evolution Slide: 5

    Commitments as a Project Leader. Adapted from The Five Practices of Exemplary Leadership model (Kouzes and Posner, 2007)

    Project Leader vs project leadership Role vs capability:

    Model the way: Find your natural style & personal values; work with the team to identify a set of shared values to guide the project

    Lead by example, modelling appropriate behaviours

    Inspire a shared vision: Develop project vision aligned with the organization & the client Describe the future: exciting & full of possibility

    Use the project team, organization & client by appealing to their aspirations

    Challenge the process: Encourage better & innovative ways of working to improve performance Adapt & modify your own approach: seek feedback & learn

    Enable others to act: Build culture of collaboration & trust Distribute responsibility & decision-making

    Deliver value: Action as well as words: deliver what is required, not what you want Demonstrate & publicize the value the team has achieved, & how it links

    to the vision

    Encourage the heart: Recognize individual team members expertise & contribution Show appreciation & celebrate success

    Build the community spirit.

  • Copyright 2015 Team Animation and Business Evolution Slide: 6

    The Eight Lookings

    How to deal with the apparent

    complexity and multiple expectations

    on the role?

    Helpful to categorize and consolidate

    into a model which can be easily

    understood

    Eight Lookings Model below presents

    the idea that you must look in 8

    directions in order to identify and

    understand the whole picture.

  • Copyright 2015 Team Animation and Business Evolution Slide: 7

    Eight Lookings overview

    Looking outwards The client

    Managing the client, end user and external stakeholders (including suppliers and subcontractors) to ensure the project meets their expectations.

    Looking upwards The Executive Board

    Managing your governance team to achieve organisational commitment and engagement. Wiring into

    stakeholders

    Looking externally The clients vision

    Understanding and aligning to the vision and strategy for the client and their stakeholders.

    Looking internally The organisations vision

    Understanding and aligning to the vision and strategy for the organisation and its stakeholders.

    Achieving the vision

    Looking forwards The future

    Planning in order to ensure that the team sets realistic targets, and obtains appropriate resources to achieve those targets.

    Looking backwards The past

    Monitoring progress with appropriate control systems, to ensure that the project meets its targets and the team learns from its mistakes.

    Keeping on the ball

    Looking downwards The teams performance

    Managing the team to maximize their performance as individuals and collectively. Managing the visible and invisible, across disciplines, divisions, countries and cultures.

    Looking inwards My performance

    Managing yourself, by reviewing your performance to ensure that your leadership is a positive contribution to the project.

    Focussing on results

  • Copyright 2015 Team Animation and Business Evolution Slide: 8

    Lo

    w

    Hig

    h

    Cen

    trali

    sati

    on

    Low Collaboration High

    Individual rules

    Low level of collaboration and low level of

    centralisation. Organisation has:

    Delegated authority and decision-

    making to appropriate levels and/or

    locations

    Low cross-functional working or

    organisational networking opportunities

    or facilitation

    Process rules

    Low level of collaboration and high level of

    centralisation. Organisation has:

    Defined structure and hierarchy for

    decision-making

    Low cross-functional working or

    organisational networking opportunities

    or facilitation

    Relationships rule

    High level of collaboration and low level of

    centralisation. Organisation has:

    Delegated authority and decision-making

    to appropriate levels and/or locations

    High incidence of cross-functional

    working or organisational networking

    opportunities or facilitation

    Community rules

    High level of collaboration and high level of

    centralisation. Organisation has:

    Defined structure and hierarchy for

    decision-making

    High incidence of cross-functional

    working or organisational networking

    opportunities or facilitation

    Project Culture Matrix

  • Copyright 2015 Team Animation and Business Evolution Slide: 9

    Individual rules

    Low level of collaboration and low level of centralisation. Organisation has:

    Delegated authority and decision-making to appropriate levels and/or

    locations

    Low cross-functional working or organisational networking

    opportunities or facilitation.

    What type of Project Leader/Leadership thrives in this culture?

    High self-reliance and can develop support networks and relationships

    for self, team and project

    Can work with ambiguity and uncertainty

    Process rules

    Low level of collaboration and high level of centralisation.

    Organisation has:

    Defined structure and hierarchy for decision-making

    Low cross-functional working or organisational networking

    opportunities or facilitation

    What type of Project Leader/Leadership thrives in this culture?

    Highly structured and organised, process driven

    Recognises project governance team and sponsor critical to success

    Feeds up, waits for and accepts decisions from more senior level

    Recognises his/her power may come from the size and status of

    the project

    Works well with influence and power based on position, role or title

    Networking and relationship building not as important as

    formalised authority

    Relationships rule

    High level of collaboration and low level of centralisation. Organisation has:

    Delegated authority and decision-making to appropriate levels

    and/or locations

    High incidence of cross-functional working or organisational networking

    opportunities or facilitation.

    What type of Project Leader/Leadership thrives in this culture?

    Organisationally intelligent: understanding power bases, influencers,

    able to build strong relationships and networks to own advantage and

    the advantage of the project

    Community rules

    High level of collaboration and high level of centralisation. Organisation has:

    Defined structure and hierarchy for decision-making

    High incidence of cross-functional working or organisational networking

    opportunities or facilitation.

    What type of Project Leader/Leadership thrives in this culture?

    Able to insert self easily into established processes and structures, and

    work well within these parameters

    Flexibility and adaptability

    Organ