PMBOK GUIDE SIXTH EDITION

Organizational Behavior (13th Edition_Chapter 07) @projectmanagementelearning

Organizational Behavior (13th Edition_Chapter 06) @projectmanagementelearning

Organizational Behavior (13th Edition_Chapter 05) @projectmanagementelearning

Organizational Behavior (13th Edition_Chapter 04) @projectmanagementelearning

Organizational Behavior (13th Edition_Chapter 03) @projectmanagementelearning

Organizational Behavior (13th Edition_Chapter 02) @projectmanagementelearning

Organizational Behavior (13th Edition_Chapter 01) @projectmanagementelearning

3.4.5 COMPARISON OF LEADERSHIP AND MANAGEMENT The words leadership and management are often used interchangeably. However, they are not synonymous. The word management is more closely associated with directing another person to get from one point to another using a known set of expected behaviors. In contrast, leadership involves working with others through discussion or debate in order to guide them from one point to another. The method that a project manager chooses to employ reveals a distinct difference in behavior, self-perception, and project role. Table 3-1 compares management and leadership on several important levels. Project managers need to employ both leadership and management in order to be successful. The skill is in finding the right balance for each situation. The way in which management and leadership are employed often shows up in the project manager’s leadership style. 3.4.5.1 LEADERSHIP STYLES 3.4.5.2 PERSONALITY https://t.me/projectmanagementelearning

3.4.4 LEADERSHIP SKILLS Leadership skills involve the ability to guide, motivate, and direct a team. These skills may include demonstrating essential capabilities such as negotiation, resilience, communication, problem solving, critical thinking, and interpersonal skills. Projects are becoming increasingly more complicated with more and more businesses executing their strategy through projects. Project management is more than just working with numbers, templates, charts, graphs, and computing systems. A common denominator in all projects is people. People can be counted, but they are not numbers. 3.4.4.1 DEALING WITH PEOPLE 3.4.4.2 QUALITIES AND SKILLS OF A LEADER 3.4.4.3 POLITICS, POWER, AND GETTING THINGS DONE https://t.me/projectmanagementelearning

3.4.3 STRATEGIC AND BUSINESS MANAGEMENT SKILLS Strategic and business management skills involve the ability to see the high-level overview of the organization and effectively negotiate and implement decisions and actions that support strategic alignment and innovation. This ability may include a working knowledge of other functions such as finance, marketing, and operations. Strategic and business management skills may also include developing and applying pertinent product and industry expertise. This business knowledge is also known as domain knowledge. Project managers should be knowledgeable enough about the business to be able to: • Explain to others the essential business aspects of a project; • Work with the project sponsor, team, and subject matter experts to develop an appropriate project delivery strategy; and • Implement that strategy in a way that maximizes the business value of the project. In order to make the best decisions regarding the successful delivery of their projects, project managers should seek out and consider the expertise of the operational managers who run the business in their organization. These managers should know the work performed in their organization and how project plans will affect that work. The more the project manager is able to know about the project’s subject matter, the better. At a minimum, the project manager should be knowledgeable enough to explain to others the following aspects of the organization: • Strategy; • Mission; • Goals and objectives; • Products and services; • Operations (e.g., location, type, technology); • The market and the market condition, such as customers, state of the market (i.e., growing or shrinking), and time-to-market factors, etc.; and • Competition (e.g., what, who, position in the market place). The project manager should apply the following knowledge and information about the organization to the project to ensure alignment: • Strategy, • Mission, • Goals and objectives, • Priority, • Tactics, and • Products or services (e.g., deliverables). Strategic and business skills help the project manager to determine which business factors should be considered for their project. The project manager determines how these business and strategic factors could affect the project while understanding the interrelationship between the project and the organization. These factors include but are not limited to: • Risks and issues, • Financial implications, • Cost versus benefits analysis (e.g., net present value, return on investment), including the various options considered, • Business value, • Benefits realization expectations and strategies, and • Scope, budget, schedule, and quality. Through the application of this business knowledge, a project manager has the ability to make the appropriate decisions and recommendations for a project. As conditions change, the project manager should be continuously working with the project sponsor to keep the business and the project strategies aligned. https://t.me/projectmanagementelearning

3.4.2 TECHNICAL PROJECT MANAGEMENT SKILLS Technical project management skills are defined as the skills to effectively apply project management knowledge to deliver the desired outcomes for programs or projects. There are numerous technical project management skills. The Knowledge Areas in this guide describe many of these necessary project management skills. Project managers frequently rely on expert judgment to perform well. Being aware of personal expertise and where to find others with the needed expertise are important for success as a project manager. According to research. the top project managers consistently demonstrated several key skills including, but not limited to, the ability to: • Focus on the critical technical project management elements for each project they manage. This focus is as simple as having the right artifacts readily available. At the top of the list were the following: •• Critical success factors for the project, •• Schedule, •• Selected financial reports, and •• Issue log. • Tailor both traditional and agile tools, techniques, and methods for each project. • Make time to plan thoroughly and prioritize diligently. • Manage project elements, including, but not limited to, schedule, cost, resources, and risks. https://t.me/projectmanagementelearning

3.4.1 OVERVIEW Recent PMI studies applied the Project Manager Competency Development (PMCD) Framework to the skills needed by project managers through the use of The PMI Talent Triangle® shown in Figure 3-2. The talent triangle focuses on three key skill sets: • Technical project management. The knowledge, skills, and behaviors related to specific domains of project, program, and portfolio management. The technical aspects of performing one’s role. • Leadership. The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its business goals. • Strategic and business management. The knowledge of and expertise in the industry and organization that enhanced performance and better delivers business outcomes. While technical project management skills are core to program and project management, PMI research indicates that they are not enough in today’s increasingly complicated and competitive global marketplace. Organizations are seeking added skills in leadership and business intelligence. Members of various organizations state their belief that these competencies can support longer-range strategic objectives that contribute to the bottom line. To be the most effective, project managers need to have a balance of these three skill sets. https://t.me/projectmanagementelearning