Now you have a project team, what do you do? Project management entails applying knowledge, skills, tools, and techniques for management and leadership activities. This episode is to talk about the differences between management and leadership. All lessons are based on the PMBOK®, 7th Edition.
CAPMP, PMP and PMBOK are registered marks of Project Management Institute, Inc.
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So now you have a team. How do you manage them? Well, management activities focus on meeting project objectives, such as having effective processes, planning, coordinating, measuring, and monitoring work, among others. Leadership activities on the other hand, focus on people. Leadership includes influencing, motivating, listening, enabling, and other activities having to do with the project team. Management and leadership is important in delivering the intended outcomes.
Now there are two types of management and leadership: centralized and distributed.
Centralized management and leadership is where accountability is usually assigned to one individual such as the project manager or a similar role. If this is the case in one of your projects, it’s a good idea to have some sort of document like a project charter that can provide approval for the project manager to form a project team.
If you are in a distributed management and leadership situation, project management activities are shared among a project management team and project team members are responsible for completing the work. There are also situations where a project team may self-organize to complete a project. And someone within the project team serves as a facilitator to enable communication, collaboration and engagement.
Regardless of the centralized or distributed management and leadership, a project manager should use servant leadership in order understand and address the need and development of the project team members. Yeah, servant sounds dramatic but the act of servitude helps to enable the highest possible project team performance. Servant leaders place emphasis on developing project team members to their highest potential by focusing on addressing questions such as:
o Is the team growing as individuals
o Are they becoming healthier, wiser, freer and more autonomous
o Can a team member grow to be another servant leader
Servant leaders allow project teams to self-organize when possible and increase levels of autonomy- basically getting out their way so they can do their best work. The servant leaders gets this done by removing any obstacles, becoming a shield for any potential diversion and encouraging the team and providing them with development opportunities.
There are some common aspects of team development that will help your team to function and flourish:
o Making everyone aware of the project vision and objectives
o Ensuring the project team members understand and fulfil their roles and responsibilities. This can include identify gaps in knowledge and skill and addressing them through training, mentoring and coaching
o Facilitating the team communication, problem solving, and the process of coming to a consensus on any issues
o Providing guidance to make sure everyone is heading in the right direction
o And growth. The worst thing is you don’t want a team member to feel like they are not growing. Growing doesn’t always mean a better title to everyone, it could mean just money, training opportunities or the ability to go to conferences.
There is so much in managing teams and being a leader. The most important take away is to actively listen to your team and make sure they have all the tools for them to be successful during the project implementation.
That is your PMP in a Snap. We’ll see you again next week