Table of Contents

Cover

Title

Foreword

Authors’ Notes

Chapter 1: Introduction to Project Management Leadership

How to Use This Book
1. History of Project Management
2. Project Manager’s Portfolio of Skills
3. Project Management Body of Knowledge
4. Project Lifecycle
5. Project Management Leadership

Chapter 2: Project Governance and Ethics

1. Project Lifecycle
2. Project Governance
3. Project Ethics

Chapter 3: Project Leadership BoK

1. What is Project Leadership?
2. Project Vision and Inspiration
3. Leadership Vision vs. Project Lifecycle
4. Project Strategy
5. Empowerment and Self-Control
6. Control Freaks
7. Collaboration
8. Success

Chapter 4: Project Organization Structures

1. What is a Project Organization Structure?
2. Functional Organization Structure
3. Matrix Organization Structure
4. Pure Project Organization Structure

Chapter 5: Leadership Behaviors

1. What are Leadership Behaviors?
2. Competent Project Leadership
3. The Logic of Failure
4. Covey’s Seven Habits
5. Effective and Unsuccessful Leadership Behaviors

Chapter 6: Leadership Theories and Styles

1. Leadership Theories
2. Action Centered Leadership
3. Situational Leadership
4. Authority
5. Emotional Intelligence (EI) Leadership Styles
6. Linking Leadership Styles to Projects

Chapter 7: Power to Influence

1. What is Power to Influence?
2. Matrix Organization Structure
3. Responsibility–Authority Gap
4. Power to Influence
5. Power and Influence vs. Project Lifecycle
6. Formal Authority
7. Coercive Power
8. Reward Power
9. Expert Power
10. Charisma Power
11. Communication Power
12. Leadership Power

Chapter 8: Resistance to Change

1. What is Resistance to Change?
2. Why is There Resistance to Change?
3. What is the Rationale for Resisting the Change?
4. What Can the Leader do About Resistance to Change?
5. Ideas About How Change Happens
6. Everett Rogers – Diffusion of Innovations
7. Conclusions

Chapter 9: Emotional Intelligence

1. Emotional Intelligence Domains
2. The Four Emotional Intelligence Domains
3. Leaders Need Emotional Intelligence (EI)
4. Perception of Emotional Competence

Chapter 10: Leadership vs. Management

1. Leadership vs. Management
2. Dealing with People
3. Entrepreneurship Skills

Chapter 11: Working with Stakeholders

1. Who is a Project Stakeholder?
2. Stakeholders vs. Project Lifecycle
3. Stakeholders and Interested Parties
4. Networking

Chapter 12: Project Teams

1. Project Teams vs. Project Lifecycle
2. Why Companies Use Project Teams
3. The Individual’s Purpose for Team Membership
4. Team Leader’s Ability
5. Team Charter
6. Why Teams Win
7. Why Teams Fail

Chapter 13: Teams vs. Groups

1. The Difference Between Groups and Teams
2. Moving from Being a Group to Being a Performing Team
3. Working Groups or Teams?
4. How Can we Achieve Significant Performance Results?
5. Dangers of High Group Cohesion: Groupthink

Chapter 14: Team Roles

1. Summary of Team Roles
2. Belbin’s Team Roles
3. Avoiding Confusion Between Similar Types
4. Belbin’s Team Styles in a Leadership Context
5. Combining Primary and Secondary Styles
6. Team Roles Surfacing at Different Stages of a Project
7. How to Use Team Role Models

Chapter 15: Team Development Phases

1. Team Focus
2. Team Performance
3. Forming Phase
4. Storming Phase
5. Norming Phase
6. Performing Phase
7. Maturing and Declining Phases

Chapter 16: Team-Building Techniques

1. What is Team Building?
2. Level One: Interpersonal Team Building
3. Level Two: Team Roles
4. Level Three: Shared Vision
5. Level Four: Task Focused
6. Outdoor Team Building

Chapter 17: Coaching and Mentoring

1. Coaching Helps us Get Better at What we Already Do
2. Coaching Skills
3. Mentoring
4. The Relationship
5. Feedback

Chapter 18: Negotiation

1. Win–Lose Strategy
2. Win–Win Strategy
3. Lose–Lose Strategy
4. Negotiation Tactics
5. Networking Skills
6. Bargaining
7. Dispute Resolution

Chapter 19: Motivation

1. Motivation
2. Motivation Cycle
3. Herzberg’s Motivation and Hygiene Theory
4. McClelland’s Motivational Needs Theory
5. Maslow’s Hierarchy of Needs
6. Motivation and Leadership Style
7. Seven Rules of Motivation (for project managers)

Chapter 20: Delegation

1. Reasons for Delegating
2. What Can be Delegated?
3. Delegation: Simple Rules for Success
4. Delegation Contract
5. Problems with Delegation

Chapter 21: Communication

1. Communication Theory
2. Communication Plan
3. Project Meetings
4. Teamwork vs. Communication

Chapter 22: Conflict Resolution

1. Conflict in the Workplace
2. Dealing with Conflict
3. Drama Triangle
4. Transactional Analysis

Chapter 23: Problem Solving

1. Types of Problems
2. The Nature of Problems
3. Problem-Solving Process
4. Define Objectives and Problem Definition
5. Identify Problems or Opportunities
6. Gather Data and Present Information
7. Identify a Range of Solutions
8. Blocks to Problem Solving
9. Solutions and Options

Chapter 24: Decision Making

1. The Decision-Making Process
2. Decision-Making Continuum
3. Quality Function Deployment (QFD)
4. Decision Tree Analysis
5. Decision-Making Pitfalls
6. Communicate the Decision

Appendix: Lost at Sea

Glossary

Index

End User License Agreement

List of Tables

Chapter 1: Introduction to Project Management Leadership

Table 1.1: History of Project Management – shows the emphasis is now on project management leadership
Table 1.2: Project Management Leader’s Portfolio of Skills – shows the project management leader’s portfolio of skills subdivided into technical management, project entrepreneurship, project management and project leadership
Table 1.3: (PMI) PMBOK Knowledge Areas – shows the body of knowledge subdivided into ten knowledge areas
Table 1.4: The Four Knowledge Areas Involved in Human Resource Management
Table 1.5: The Three Knowledge Areas Involved in Project Communication Management
Table 1.6: The Four Knowledge Areas Involved in Project Stakeholder Management
Table 1.7: APM BoK 6ed – shows the APM BoK’s people knowledge areas
Table 1.8: Differences between Transactional Leaders and Transformational Leaders
Table 1.9a: Project Lifecycle – shows the first part of a ten-phase lifecycle from corporate vision to project disposal
Table 1.9b: Project Lifecycle – shows the second part of a ten-phase lifecycle from corporate vision to project disposal

Chapter 2: Project Governance and Ethics

Table 2.1: Project Governance
Table 2.2: Table of Ethics

Chapter 3: Project Leadership BoK

Table 3.1: Key Words for Project Leadership
Table 3.2: Corporate Vision – shows a table of characteristics and features of a corporate vision
Table 3.3: Empowering Teams to become Self-directed
Table 3.4: Benefits of Empowerment
Table 3.5: Symptoms of Obsessive Behavior in Project Managers
Table 3.6: Taking Less Control
Table 3.7: How Collaboration Can Benefit the Project Manager

Chapter 4: Project Organization Structures

Table 4.1: Project Organization Structure
Table 4.2: Advantages of a Functional Organization Structure
Table 4.3: Disadvantages of a Functional Organization Structure
Table 4.4: Advantages of a Matrix Organization Structure
Table 4.5: Disadvantages of a Matrix Organization Structure
Table 4.6: Considerations for a Matrix Organization Structure
Table 4.7: Advantages of a Pure Project Organization Structure
Table 4.8: Disadvantages of a Pure Project Organization Structure
Table 4.9: Considerations for a Pure Project Organization Structure

Chapter 5: Leadership Behaviors

Table 5.1: Key Criteria for Failure and Success – shows trends for how unsuccessful participants responded to Dörner’s simulations and suggestions for how these responses could be modified for success
Table 5.2: Leadership Focus for Organizational Levels – shows the key focus for leaders at each of the four main organizational levels
Table 5.3: Leadership Behaviors – shows a broad range of suggested leadership behaviors for effective and unsuccessful leadership

Chapter 6: Leadership Theories and Styles

Table 6.1: Situational Leadership Styles – focus and action
Table 6.2: Emotional Intelligence Leadership Styles – adapted from Goleman et al. (2002), Primal Leadership

Chapter 7: Power to Influence

Table 7.1: The Six Areas of Leadership Power to Influence

Chapter 8: Resistance to Change

Table 8.1: Reasons Why People Do Not Want to Change

Chapter 9: Emotional Intelligence

Table 9.1: Emotional Intelligence Domains and Associated Competencies – adapted from Goleman, Boyatsis and McKee (2002) Primal Leadership

Chapter 10: Leadership vs. Management

Table 10.1: Project Managers vs. Project Leaders
Table 10.2: Project Managers vs. Project Leaders—the project team
Table 10.3: Differences between Management and Leadership Styles

Chapter 11: Working with Stakeholders

Table 11.1: Project Stakeholders

Chapter 12: Project Teams

Table 12.1: Why Companies Use Project Teams
Table 12.2: The Individual’s Purpose for Team Membership
Table 12.3: Conflicting Demands on the Abilities of an Individual
Table 12.4: Benefits of Having a Team
Table 12.5: Team Charter
Table 12.6: Why Teams Win
Table 12.7: Why Teams Fail

Chapter 13: Teams vs. Groups

Table 13.1: 10 Significant Differences between the Attributes of Teams and Groups (after Katzenbach and Smith, 1993)
Table 13.2: A Further 14 Differences between Teams and Groups (after Henderson, 2002)

Chapter 14: Team Roles

Table 14.1: Belbin’s Team Roles – showing team roles with identified strengths and allowable weaknesses for each type. Adapted from Belbin, R. Meredith (1993) Team Roles at Work. Oxford, UK: Butterworth Heinemann
Table 14.2: Belbin’s Team Styles in a Leadership Context
Table 14.3: Belbin’s Team Roles as an Example of the Summary Roles

Chapter 15: Team Development Phases

Table 15.1: Team Development Phases – shows the six phases of team development
Table 15.2: Individual Considerations (Forming Phase)
Table 15.3: Team Considerations (Forming Phase)
Table 15.4: Task Considerations (Forming Phase)
Table 15.5: Leadership Considerations (Forming Phase)
Table 15.6: Individual Considerations (Storming Phase)
Table 15.7: Team Considerations (Storming Phase)
Table 15.8: Task Considerations (Storming Phase)
Table 15.9: Leadership Considerations (Storming Phase)
Table 15.10: Individual Considerations (Norming Phase)
Table 15.11: Team Considerations (Norming Phase)
Table 15.12: Task Considerations (Norming Phase)
Table 15.13: Leadership Considerations (Norming Phase)
Table 15.14: Individual Considerations (Performing Phase)
Table 15.15: Team Considerations (Performing Phase)
Table 15.16: Task Considerations (Performing Phase)
Table 15.17: Leadership Considerations (Performing Phase)

Chapter 16: Team-Building Techniques

Table 16.1: Belbin’s Five Principles for Building an Effective Team

Chapter 19: Motivation

Table 19.1: Hygiene Factors Affecting Job Attitudes
Table 19.2: Human Motivation (David McClelland, 1988)

Chapter 20: Delegation

Table 20.1: Delegation Contract – shows the types of information needed for delegation to be communicated effectively

Chapter 21: Communication

Table 21.1: Styles of Project Communication
Table 21.2: Communication Plan
Table 21.3: Structure and Content Project Meetings
Table 21.4: The Value of Communication

Chapter 22: Conflict Resolution

Table 22.1: Available Choices When Involved in Conflict (adapted from Ursiny, 2003)
Table 22.2: Effectiveness of TA Ego Modes
Table 22.3: Transactional Analysis Influences a Win–Win Approach
Table 22.4: TA Drivers for ‘Okay-ness’

Chapter 23: Problem Solving

Table 23.1: Different Types of Objectives in a Project Context
Table 23.2: SMART Objectives
Table 23.3: Blocks to Problem Solving

Chapter 24: Decision Making

Table 24.1: Examples of Decisions Needed in Project Activities

Appendix: Lost at Sea

Table A.1: Survival Gear Ranking Chart for Exercises 1 and 2

List of Illustrations

Chapter 1: Introduction to Project Management Leadership

Figure 1.1: Intersecting Skills

Chapter 2: Project Governance and Ethics

Figure 2.1: Project Lifecycle – shows the relative position of the corporate strategy phases, project phases, operation phases, together with the extent of the corporate vision and values, and the project governance and project ethics with respect to the other phases

Chapter 3: Project Leadership BoK

Figure 3.1: Leadership Vision vs. Project Lifecycle
Figure 3.2: Milestone Gantt Chart – shows the scope of work with the dates the work can start and the end dates the team must achieve, but leaves it to the team to plan the work between the dates
Figure 3.3: Project Sponsor’s vs. Project Manager’s Focus – shows the project sponsor looking outward at the market, and the project manager looking inward at the project

Chapter 4: Project Organization Structures

Figure 4.1: Project Organization Structure Continuum – shows the balance of power from the functional organization structure to the matrix organization structure, to the pure project organization structure
Figure 4.2: Functional Organization Structure – shows a functional organization breakdown structure subdivided into civil, structural and mechanical
Figure 4.3: Gantt Chart – shows project work being performed sequentially as separate projects
Figure 4.4: Matrix Organization Structure – shows the project managers’ (project 1 and project 2) lines of responsibility and authority overlaid on the functional managers’ vertical lines of responsibility and authority
Figure 4.5: Pure Project Organization Structure

Chapter 6: Leadership Theories and Styles

Figure 6.1: Action Centered Leadership – shows the intersecting circles of the task’s needs, the team’s needs and the individual’s needs
Figure 6.2: Situational Leadership – the route from Directing to Delegating
Figure 6.3: Residence of Authority in the Leader – Team relationship. Tannenbaum and Schmidt, 1973
Figure 6.4: Reflecting Complexity in Approaches to Leadership

Chapter 7: Power to Influence

Figure 7.1: Leadership Power to Influence
Figure 7.2: Responsibility–Authority Gap – shows a larger circle of assigned responsibility and a smaller circle of formal authority, the difference in the size of the circles being the responsibility–authority gap
Figure 7.3: Delegation of Power – shows that position power is assigned down from senior management, and personal power is earned up from the project team
Figure 7.4: Power Lifecycle – shows how the power earned by the project leader increases or decreases during the team development phases. The team development curve, which is superimposed on the project lifecycle, shows how the performance of the team changes as it passes through the team development phases. Assuming the team is formed in the concept phase, the leader’s power to influence will vary. In the concept phase (1), the performance of the team is positive to start with if an autocratic leader takes control, but during the storming phase (2), the team’s performance reduces until the norming and performing phase (3), when the performance of the team increases to a maximum as the team members work effectively together.
Figure 7.5: Power vs. Project Lifecycle

Chapter 8: Resistance to Change

Figure 8.1: The Change Transition Process
Figure 8.2: Diffusion of Innovations – Everett Rogers

Chapter 10: Leadership vs. Management

Figure 10.1: Project Manager’s Portfolio of Skills (developed from Table 1.2)

Chapter 11: Working with Stakeholders

Figure 11.1: Stakeholders vs. Project Phases – shows how the stakeholders can be subdivided by project phase
Figure 11.2: Stakeholders’ Organizational Levels

Chapter 12: Project Teams

Figure 12.1: Project Team Arrangements
Figure 12.2: Project Teams vs. Project Lifecycle

Chapter 13: Teams vs. Groups

Figure 13.1: Project Team Structure – shows the link between the project manager and the other team members
Figure 13.2: The Team Performance Curve – Adapted from Katzenbach and Smith (1993)
Figure 13.3: Teamworking vs. Uncertainty – shows a relationship between uncertainty and the level of teamwork

Chapter 15: Team Development Phases

Figure 15.1: Team Focus – shows a stacked histogram of the relative focus of the individual, the team and the task
Figure 15.2: Team Performance – shows a line graph of the relative performance over the development phases

Chapter 16: Team-Building Techniques

Figure 16.1: Team-Building Lifecycle – shows the team-building lifecycle superimposed on the project’s lifecycle – note the need for accelerated team building

Chapter 17: Coaching and Mentoring

Figure 17.1: The Life Balance Wheel

Chapter 18: Negotiation

Figure 18.1: Settlement Range – shows a deal being struck for a second-hand car

Chapter 19: Motivation

Figure 19.1: Motivation Cycle – shows the stages that contribute to trying to get a person’s needs satisfied
Figure 19.2: Herzberg’s Motivation and Hygiene Theory – shows the factors that motivate a person to achieve, and the hygiene factors that demotivate a person
Figure 19.3: Maslow’s Hierarchy of Needs – shows a person’s needs subdivided into five levels

Chapter 20: Delegation

Figure 20.1: Delegation Matrix – shows a link between the scope of work and what can be delegated
Figure 20.2: Resource Histogram – shows the availability of the resources
Figure 20.3: Delegation Spiral – shows the sequence of delegating

Chapter 21: Communication

Figure 21.1: Communication Process – shows the communication cycle as a closed loop of sending and receiving messages
Figure 21.2: Lines of Communication – shows the link between the project manager and project team in the PMO, with the resource providers, senior management and stakeholders

Chapter 22: Conflict Resolution

Figure 22.1: Drama Triangle – shows the three roles: Persecutor, Rescuer, Victim
Figure 22.2: Ego States – Parent, Adult, Child
Figure 22.3: Ego States showing Parent and Child modes
Figure 22.4: Communication between Ego States

Chapter 23: Problem Solving

Figure 23.1: Problem-Solving and Decision-Making Processes – shows the divergent problem-solving process to generate many solutions, and the convergent decision-making process to select one solution
Figure 23.2: Known and Unknown Problems and Solutions – shows the first step in understanding what type of problem exists
Figure 23.3: Problem-Solving and Decision-Making Processes – shows how the separate processes of problem solving and decision making are linked
Figure 23.4: Problem Solving vs. Project Lifecycle

Chapter 24: Decision Making

Figure 24.1: Problem-Solving and Decision-Making Processes – shows how the separate processes of problem solving and decision making are linked
Figure 24.2: Level of Information Against Time – shows how the level of information about future and past events reduces as the distance from ‘timenow’ increases
Figure 24.3: Decision-Making Continuum
Figure 24.4: Decision Tree Diagram – an example of a simple decision tree used to show how thinking through multiple layers of decisions can reveal a better outcome

This edition first published 2014

First edition published 2007 by Burke Publishing

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Library of Congress Cataloging-in-Publication Data

Burke, Rory, 1952—

Project management leadership : building creative teams / Rory Burke, Steve Barron.—Second edition.

pages cm

Includes index.

ISBN 978-1-118-67401-7 (pbk.)

1. Project management. 2. Leadership. I. Barron, Steve, 1955— II. Title.

HD69.P75B869 2014

658.4'04—dc23

2013046774

A catalogue record for this book is available from the British Library.

ISBN 978-1-118-67401-7 (pbk) ISBN 978-1-118-82541-9 (ebk)

ISBN 978-1-118-82540-2 (ebk)

Foreword

Project management and project leadership are two sides of the same coin. They are inter-linked, and need to be if a project is to be delivered on time, to budget and of the desired quality. Many project managers pay too much attention to managing and spend too little time leading. As with everything in life, finding the right balance is key.

The right balance between managing and leading comes with experience, and often a painful experience due to lack of awareness or desire to find the right balance. For sure, both are necessary, but alone each is not sufficient. To be clear I am not speaking about management and leadership; these are roles with specific activities. Such roles are occupied by people who seek to be seen as project managers or project leaders respectively. This attribution by others gives emphasis to followers, and the importance of how others perceive their behaviors and identities. Warren Bennis (On Becoming a Leader (1989:2) Perseus Books, Cambridge, MA) usefully captured this attribution process thus: ‘leadership, like beauty, is hard to define but you know it when you see it’. To be seen as a ‘beautiful’ project leader or project manager requires that the individual pay attention to leading and managing. How the leading, or managing, is done shapes the attribution of how beautiful someone is seen to be. But here’s the thing . . . both managing and leading are processes, and such processes are learnt. Everyone has the potential to become better at leading and managing. As such, the born versus made debate is simply irrelevant. We are what we are and we can all be better. To be better requires us to think and learn about becoming better and applying such learning to test and develop such processes.

To help us further we need to clarify the difference between managing and leading. In a simple way, managing could be considered as the process of ‘sense-making’: understanding the situation and appreciating the necessity of organizing resources to achieve objectives. Leading is more oriented toward ‘sense-giving’: helping people to understand objectives, inspiring them to achieve a higher performance through commitment to a vision and guiding them along the journey to overcoming obstacles.

It should be clear that one without the other will simply not get the desired results. This book has been written with this balance clearly in mind. It is a clear and straightforward structure, which will help guide the reader toward becoming better at both project management and project leadership. The number of useful texts that try to achieve this much-needed balance, and pay clear attention to the process perspectives of project management and project leadership, are too few.

Dr Steve Kempster

Professorial Director of Leadership Development

Director of the Lancaster Leadership Centre

Lancaster University Management School

Authors’ Notes

Rory Burke

Project Management Leadership focuses on key project management leadership principles and theories, and explains how they are used in the project environment. This book has been updated to enable the project management leader to lead the project team, and the project participants to achieve the project objectives, as outlined in the project charter and business case.

Project success is usually expressed as having completed the project deliverables on time, within budget and to the required quality, but, from a leadership perspective, project success might be expressed as having motivated and inspired the project team members into giving their best performance toward completing the project objectives. It is, therefore, essential that project managers understand the features and characteristics of project leadership techniques so that they can manage the process effectively.

There have been two major changes to the project environment in recent years, which have motivated significant changes in the project manager’s leadership style, namely: the introduction of project teams working within a matrix-type project organization structure; and a general increase in the workforce’s level of education, ability and expectations.

These organizational changes mean that project managers might not have full line authority over the resources they need to carry out the work. Project managers must, therefore, develop negotiation and networking skills to enable them to obtain labor and equipment from the resource providers.

The other factor motivating a change in leadership style is the improved ability of the workforce, which is now better educated, more experienced, more competent and more articulate. This improved competency has led to higher expectations and increasing demands, the workforce having a greater say in their working environment, and being more prepared to question their project management leader’s instructions.

These two factors alone have encouraged a dramatic shift from the command and control leadership style of yester-year to a more participative and collaborative approach.

Project Management Leadership has been written to support courses and modules in project management and project leadership. The text is structured in line with the PMBOK and APM BoK, and includes plenty of examples and exercises, together with PowerPoint presentation slides for lecturers.

Writing this book has been a joint effort with my co-author Steve Barron. Steve has done an amazing job writing his chapters while holding down a full-time job at Lancaster University. A special thank you goes to Sandra Burke and Jan Hamon for proofreading the text.

Rory Burke

Steve Barron

In the years that have elapsed since the first edition of Project Management Leadership, the need for an effective understanding of leadership within project contexts seems to have increased. There is even more talk about leadership having an important role for project managers, who are recognizing the need to develop leadership skills. Indeed, the nature of projects as transient, unique and requiring change-related activities, demands a high level of leadership practice.

It has been wonderful to receive such positive feedback from the first edition. It seems to provide a useful resource for teachers who want a single source for leadership-related ideas and methods. For many students it accomplishes the same purpose, though it is also presented as an accessible introductory text that can lead to more advanced material where necessary.

In the first half of my career I worked in industry and was privileged to work with inspirational leaders such as Dr Carl Loller, Peter Beckett and Steve Wilkinson, and I want to thank them here for their support and guidance; it is still very much appreciated. I was able to learn from them (and others) about leadership and adapt their style and behaviors into my own leadership style. I hope this book provides a good starting point for those embarking on this journey.

Often, when I am in a difficult situation, I think about what one of those inspirational people would do or say at this point. This always helps me to see the situation in a different way and gives me a new approach. It is wonderful to hear their voices in my head as I imagine how they would deal with my difficult situation. I continue to thank Stephen Doughty, Martin Wells and Steve Kempster for providing some of those enduring voices.

Also, I need to thank Rory and Sandra Burke, my co-conspirators in this renewed endeavor. I have been delighted to work with them again and have learnt so much from both of them. Once again, I must thank Rory for his expertise, persistence and patience while we have revisited the content of this book from opposite sides of the globe.

Finally, as a teacher, I note that much of my continual learning comes from students of project management with whom I have had the honor and privilege of working over the last fifteen years at Lancaster. I wish you all well in your future careers.

Therefore, I want to dedicate this edition to past, present and future students of project management who recognize the need for leadership skills within this challenging and rewarding vocation.

Steve Barron

Lancaster, August 2013

PROJECT MANAGEMENT LEADERSHIP

BUILDING CREATIVE TEAMS

Foreword

Authors’ Notes

Rory Burke

Steve Barron