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TheUnofficial
ProjectManager:
AGuideforLeaders
Today’sleadershaveanastonishingamountofresponsibilityontheirplates.Chancesare,learningmoreaboutprojectmanagementisn’tatthetopofmostleaders’longto-dolists—orontheirlistatall.Butgreatprojectmanagementisakeycomponentofsuccessinanyorganization,andtheever-changingnatureofmodernbusinessmeansthattheseskillsareoftenneededatamoment’snotice.Becauseeveryonemanagesprojectsatsomepoint,eventeammemberswithoutanofficialprojectmanagementroleneedtoknowhowtodoitwell.
HRandL&Dteamsmustprepareeveryoneintheirorganizationtoplaytheroleofunofficialprojectmanager.Andallleaders,nomattertheirorganization’sfocusorindustry,areresponsibleforexecutingprojects.Leadersareresponsibleforguidingprojects—whethertheymanageofficialprojectmanagers,unofficialprojectmanagers,orevenmanageprojectsthemselves.
Seasonedleaderscanusetheirfar-reachingstrategicvisiontomobilizeresourcesanddeliverprojectsthatmovemission-criticalprogramsforward.Butharnessingthepowertoconsistentlydeliverhigh-valueprojectsontimeandwithinbudgetcanbearealchallenge,evenforthemostexperiencedleaders.Thegoodnewsisthatunderstandingthebasicsofprojectmanagementrolesandprocessescanhelpleaderssuccessfullyguideprojectsandprovidetherightkindofsupporttotheirteams.
Thisguideprovidesanoverviewofprojectmanagementbestpracticessothatleaderscanbetterunderstandworkflowsandguideprojectoutcomesatahighlevel.Thisinformedperspectivewillhelpleadersseewheretheycanguideprojectteamstowardsuccess.Whenleadersensureprojectsaremanagedwell,theycanskillfullydrivecollectiveactionaroundtheactivitiesandinitiativeswiththemostorganizationalimpact.
Contents
TheRecipeforProject
Success:
3
Value+People+Process
TheProjectManagement
Framework:
6
ABird’s-eyeView
GuidingandSupporting
ProjectsasaLeader
8
FacilitateSmooth
Sailing
11
TheUnofficialProjectManager:AGuideforLeaders•
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.TheRecipeforProjectSuccess:
Value+People+Process
Projectmanagementisn’tjustaboutworkflowsanddeadlines.Tohelpprojectsrunsmoothly,leadersfirstneedtounderstandthefactorsthatcontributetoasuccessfulproject.Thefirstfactorisvalue—valueguideswhichprojectsgetresourcedandwhatoutcomesaretiedtotheircompletion.Helpingpeopleworktogethereffectivelyonprojectteamsisthesecondfactorinthesuccessequation.Sound,functionalprocessesalignedtobusinessoutcomesisthethirdfactor.Skillfullyactivatingthiscombination—Value+People+Process—isthefoundationforeveryproject’ssuccess.
APropositionofValue
KoryKogon,VPofContentDevelopmentatFranklinCoveyandco-authorofProjectManagementfortheUnofficialProjectManager,underscoreswhyleadersneedtoconsidervaluefirst:“Overallvalueisthemajorprinciple.Whateveritisthatyou’recreating,youshouldbeaskingyourself—doesitprovidevaluetotheclientandtoourcompany?Andifitdoesn’t,stopwhatyou’redoingandchangedirection.”
“Insteadofjustgettingstartedandhopingyou’ll
havevalueattheend,makesureyou’regettingtovalueallalongtheway,sotherearenosurpriseswhenyourprojectends.”
—KoryKogon,VPofContentDevelopment,FranklinCoveyand
co-authorofProjectManagementfortheUnofficialProjectManager
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Afocusonvalueisthenecessarybeginningoftheconversation.Aclear,concisearticulationofthebenefitofyourproject—whetheritsupportscustomers,internalteammembers,orabroadercompanyinitiative—establishesacompelling,business-drivenreasonfordoingtheworkandlaystheenergeticgroundworkforsupportingprojectinfrastructure.Gettingclearonthebenefityou’redeliveringwillensurethateveryprojectyieldsvalueforyourorganization.Becauseleadershaveabroaderviewoforganizationalpriorities,they’reoftenbestpositionedtoarticulatethevalueofaprojectandhelpprojectteamstietheireffortstowardhigh-prioritygoals.
Kogonemphasizesaniterative,agileprojectmanagementapproachinformedbyupdatesandinputsalongthewaytohelpteamsstayontrackthroughoutaproject’slifecycle.“Insteadofjustgettingstartedandhopingyou’llhavevalueattheend,makesureyou’regettingtovalueallalongtheway,sotherearenosurpriseswhenyourprojectends,”shesays.
ThePowerofPeople
Healthycollaboration,evenwhenpeoplearen’tpartofthesameteam,isavitalpieceofprojectmanagement.Thesuccessofprojectshingesnotonlyonthetalentofeachteammemberbutontheirabilitytoworkwelltogethertoachieveprojectgoals.Leaderscanhelpfacilitatecollaborationandbuy-inacrossteamstospurcollectiveactionandmakesureeveryonecontributestheirbestworktoaproject.
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ProcessasanEssentialElement
Soundprocesseshelpteamssuccessfullyexecutehigh-valueprojectsontimeandwithinbudget.Skillfulprocessarchitecturehasahugeimpactonthequality,sustainability,andmeasurabilityoftheresultseachprojectdelivers.Havingarepeatable,testedprojectmanagementprocessiswhathelpsteamseffectivelydeliverconsistentresultsandachievetargetoutcomes.
Leaderscanhelpfacilitatecollaborationandbuy-inacrossteamstospurcollectiveactionandmakesureeveryonecontributestheirbestworktoaproject.
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TheProjectManagement
Framework:ABird’s-eyeView
Mostleadersdon’tneedtobecomeproject
managementexpertstosucceedintheirroles,
butunderstandingthefinerpointsoftheproject
managementprocessprovidesasharedframework
ofreferenceforleadersandtheirteams.Thisshared
understandingenablesleaderstoguidefrontline
workersattherighttimesandplacesinsupportofthe
operationalandstrategicprojectelements.Thisisa
vitalperspective,accordingtoKogon.“Ifallleaders
understoodtheprinciplesofprojectmanagement,
ourprojectmanagerswouldbeabletodoamuch
betterjob.”
“Whenwe’retalkingabout‘unofficial’project
managers,”Kogonsaysofleaderswithavaried
rangeofroles,“projectmanagementisashared
responsibility.Anunderstandingofproject
managementprinciplesishelpfultothesuccessof
anorganizationbecauseitensuresthateverybody
isspeakingthesamelanguage,understandingwhat
itreallytakestoscopeaproject,andknowingwhat
questionsshouldbeasked.Itgetseveryoneonthe
samepageinregardstowhattheymeanby‘value.’”
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FoundationalStagesofProjectManagement
Whileeachprojectisunique,theyallfollowasimilarsetofsteps.Herearethefoundationalstagesofprojectmanagement:
•Scope
•Plan
•Engage
•TrackandAdapt
•Close
Gettingwell-acquaintedwitheachofthesestagesandtheirbestpracticeswillprepareleaderstosteerprojectsconfidentlyandprovidesupporttotheunofficialprojectmanagersontheirteams.
“Projectmanagementisasharedresponsibility.Anunderstandingofprojectmanagementprinciplesishelpfultothesuccessofanorganizationbecauseitensuresthateverybodyisspeakingthesamelanguage.”
—KoryKogon,VPofContentDevelopment,FranklinCoveyand
co-authorofProjectManagementfortheUnofficialProjectManager
TheUnofficialProjectManager:AGuideforLeaders•
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GuidingandSupportingProjectsasaLeader
Often,aleader’smostimportantroleinaprojectisto
serveascoachandcheerleader.Withaclearerpicture
ofhowhealthyprojectsfunction,leadersarebetter
equippedtodirectday-to-dayoperationstowarda
targetdestination.Peopleandprocessesatevery
phaseofaprojectbenefitfrominformedguidance—
tokeepaprojectonasteadytrackortohelpit
course-correctifoutcomesaren’tasexpectedornew
informationarises.
Regardlessofaproject’spurpose,effectiveleaders
haveampleopportunitytostepinandsupportthe
peoplemanagingandexecutingthework—whether
thosepeopleareontheirdirectteamornot.Hereare
afewwaysleaderscanhelpprojectteamssucceed
throughouttheprocess.
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BeaConduitofCommunication
Thevarietyofperspectivesandexperiencesinahigh-performingteammakesitpowerful.Thisrichnessalsoensurestherewillbeinevitablecommunicationmisses.Eventhemosttalentedteamswillmisunderstandormakeassumptionsduringaproject.Keepinganeyeonaprojectasitunfoldstopreventmiscommunicationbetweenstakeholdersandteamleadsorbetweenteammembers.Havingapolicyofover-communicationandcheckingassumptionswillkeepteamsontrackandhelpbridgecommunicationgaps.
Leaderscanensuresmoothandseamlesscollaborationwithinandacrossteamsbycreatingasupportive,inclusiveatmospherewherepeoplefeelsafeenoughtocommunicateproblemswhen
theyarise.Inadistributedworkenvironment,it’s
evenmoreimportantforteammemberstohave
accesstotechnologyandframeworksthathelp
themcommunicateclearlyandoftenwithother
projectteammembers.Encourageteammembers
tocheckwithclientsandstakeholdersoftento
maintainvisibilityandalignmentwithprojectaims,
andtoadjustwithagilitytoanychanginginputsor
requirements.
Makesureguidingdocumentsandupdatesare
regularlysharedwithbothprojectteammembers
andstakeholderstoaddressandresolveany
misalignments,andbuildintheexpectationofthese
bidirectionalcheck-insthrougheffectivechannels.
TieProjectActivitiesBacktoValue
Asaleader,yourroleisnotonlytounderstand
wherevaluefitsinthesuccessequation—it’salso
tocommunicatethepurposebehindtheproject
ateveryopportunity.Createconnectionsforteam
membersbetweentheworkthey’redoingandthe
project’svalueproposition.“Communicatethat
theproject’svalueisitscontributiontothegoals
Leaderscanensuresmoothandseamlesscollaborationwithinandacrossteamsbycreatingasupportive,inclusiveatmospherewherepeoplefeelsafeenoughtocommunicateproblemswhentheyarise.
TheUnofficialProjectManager:AGuideforLeaders•
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ofyourorganization,”saysKogon.“Leadersshouldbeproactiveinrespondingtotheprojectsthataregoingonintheorganizationandensuringthatthoseprojectsalignwithwhat’smostvaluabletotheirinternalteamsandcustomers.”
Communicatingavalue-orientedapproachempowersteammemberstounderstandthemeaningbehindtheprojectandcontributemorecreativesolutionstoproblemsorroadblocks
thatarisealongtheway.Thisvalue-focusedcommunicationmightlooklikeaquestionduringregularteammeetingstopromptideasaboutwhethertheworkandresultsarestayingontrackwiththeproject’sintendedpurpose.Promptingapersonalunderstandingandownershipofvalueinthiswaymakesworkmorepersonallyrewarding,increasesinvestment,andhelpsteammembersunderstandtheimpactoftheircontribution.
“Everybodyinanorganizationshouldunderstandprojectmanagement—whenyouunderstandthebasics,itenablesinformedproblem-solving,andthat’swhatinnovationisallabout,”Kogonsays.
ProtectingYourProjectTeams
Asaleaderwhomaybeinanunofficialprojectmanagementroleorguidingprojectsatahigherlevel,providingconsistentsupporttobothyourteamsandpotentialprojectmanagersiskey.Protectingbothdedicatedandunofficialprojectmanagersfromoverwhelmanddistractionsanddemonstratingsaneboundariesisacrucialleadershipskill.“Everybody’s
makingsomething,whetherthey’remakinganew
system,anewproduct,anewmarketingprogram,or
creatingatrainingprogram,”saysKogon.“Partofa
leader’sresponsibilityistoreallymitigatepetprojects,
thingsthatdon’treallymakesenseinthecontextof
thebroadervalueproposition.”
TheUnofficialProjectManager:AGuideforLeaders•
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FacilitatingSmoothSailing
Projectsinvolvegroupsofpeopleworkingtogether—
andthatmeansroadblocksandfrictioncanpopup
overthecourseofaproject.Leadershaveanactive
roletoplayincreatingharmony,notjustgetting
involvedwhenconflictarises.Becausechangeisan
inevitablepartofprojects—especiallymultifacetedor
longer-terminitiatives—savvyleaderswillanticipate
conflict,getaheadofanypotentialpointsoffriction
withinteams,anddoeverythingtheycantomanage
changeaheadoftime.
Beaccessibleandavailableatbothscheduledand
as-neededtimessothatteammemberscansurface
issuesandconcerns.Encourageteammembers
toreachouttoyoubeforeissuesbecomeserious
orentrenchedsothatsolutionscanbecreatively
discussedandimplementedtokeeptheproject
healthyandvibrant—andtokeepteammembers
mentallyandemotionallyengaged.
Whenconflictarises,thinkagainaboutvalueasthe
coreprinciple.Whatisthehoped-forbenefitthat
resolutioncandeliver?Whenteammembershavea
positiveapproach,theyaresetuptolearn,gain,and
TheUnofficialProjectManager:AGuideforLeaders•
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growfromtheprocess.Resolutionstrategiesincludeclearlydefiningexpectationsforbothworkqualityandprocess/workflows,communicatingexpectations,andcreatingaframeworkforeveryoneinvolvedtobethoroughlyheard.
InspireEnthusiasm
Leadersmonitoringworkataprojectlevelcanmotivateteamsinspecificandmeaningfulways.Whenitcomestohelpingpeoplefeeltheirtalentsandeffortarerecognizedandappreciated,communicatingindividual,andteamsuccessesisacontributionworthitsweightingold.
Celebrationsofmilestonesorsmaller,moreinformalrecognitionopportunities,particularlythroughtediousorchallenginglegsofaprojectjourney,cankeepspiritshighandfosterthekindofloyaltyneededforbothkeepingaprojectinscopeandmakingsurethequalityofworkisexcellent.Showingteammembersthattheirworkisseenandvaluedcanbeapowerfulmotivator.
“Leaderswhoaregoodstewardshaveagoodsenseofwhentheyareneeded,”Kogonsays.“Theygivetimelyfeedbackandgivetheprojectmanagersupportbycelebratingthem,keepingthemengagedandkeepingthemgoing.That’sprettyimportant.”
Findbothformalways,suchas360reviewsatregularormilestone-basedintervals,andinformalways,suchasdroppingalineinaprivatemessageorsendinganappreciativegiftcardaftersomeonehasgonetheextramile,torecognizegoodworkandkeepmoralehigh.
“Aleaderhastohavepeopleskills,”Kogonsays.“That’sthepeoplepartofprojectmanagement.Leadersshouldrally
Showingteammembersthat
theirworkisseenandvalued
canbeapowerfulmotivator.
theirpeopleandhelpbuildtheirconfidenceandmorale.
Thisispartoftheirrole,theycan’tonlybepushingprocess.”
CultivateAgility
Eventhemostcarefulplanningandpreparationcan’t
anticipateeverythingthatwillcomeupinthelifecycleofa
project,whichiswhyanagileapproachisessential.Agile
projectmanagementmeansthatalongwithstayingnimble
andresponsivethroughoutaproject,teamsshouldalso
becreative,adaptable,andsolution-orientedwhenthings
change.
Newelementsthatariseinaprojecttimelineare
opportunitiesforteamachievement.Buildacultureof
creativeproblem-solvingbydemonstratingawelcoming
approachtochallenges.Setanexampleofresilienceand
positivitytohelptheprojectgetunstuckandteachteam
membersacan-doapproach.
Thiskindofempowermenthasknock-oneffectsthatsend
ripplesthroughoutanorganization.Itincreasesemployee
satisfaction,heightenspersonalinvestment,andinstills
asenseofprideincreatingqualityworkthatensures
businessoutcomes.
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BringItAllTogether
Projectmanagementmightnotbethemost
strategicallyenergizingtopic,butit’sveryimportant
forleaderstohaveafoundationalunderstandingof
howitworkstosupporttheirteammembersand
theirownwork.Whenleadersincorporateproject
managementbestpracticesaspartoftheirstrategic
approachtobusiness,processesbecometighter
andmoreefficient,andday-to-dayoperationsmeet
organizationalgoalsbetter.“Asaleaderwithan
organizationfullofknowledgeworkers,thequestion
is,howdoImaketheirliveseasier?HowdoIhelpto
speedupandsupporth
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