Leader and Leadership:
A leader is the one who leads others. Thus a person can be called a leader if he leads some people. The level of leadership varies from a leader of some people to that of group or a business enterprise. The type and nomenclature of leadership vary as per the organization a leader heads, e.g., political leadership, military leadership, business leadership, social leadership, national leadership, global leadership and so on. However, the characteristics and implications of leadership remain, generally, similar in all cases.
Leadership, Competitors, Competence and Performance:
Leadership is full of power, glamour and elan. Its charm attracts many. The post of leadership, thus, becomes highly contentious and competitive. Consequently, a person who desires to be a leader has to compete in the race for leadership, and prove himself better than his competitors.
We have all been on projects where an understanding different stakeholder groups becomes a ‘touchy-feely’ process. You have a gut feel for their tolerance for change, commitment, ability to influence and what they view as important. Most of the time we are wrong but if we had some real data for these areas, then we could establish effective communications and begin to understand what challenges faced us during our project time line.
In part 1 of this blog, we talked about not all communication events were pushed out to the project stakeholders. Let’s look at some different types of communications interventions that represent the information, ideas, topics and subject matter that flow to and from the stakeholders through formal communication channels.
Training Not Related to Job/Task
In order for continuous improvement to become organizational culture, it must also become a personal goal for every employee. Self-improvement should not be limited to immediate application, that would be an example of short-term thinking. Employees are the most important assets of an organization, and therefore require effort to retain and enhance them.
This is an article about the interview process and a recent job seeking experience of mine. I am interested in finding out how often a scenario such as this takes place in today's environment. Is it something that just happens on occasion or does experience, age, communication skill, etc. influence the situation? Your comments are welcome.
Dr. W. Edwards Deming was recently re-introduced to me in my Project Performance and Quality Assurance class. I have heard of him before and touched on some of his philosophy in other classes, but focused much more in-depth this time. The majority of his philosophy around quality and organizational management resonates with me. So, I've decided to do a series of articles on Deming's 14 points, and how they relate specifically to the field of project management.
Here are Deming's 14 points, paraphrased in my words:
I say: That's an very interesting question. Without giving it too much thought, I can see the following trends taking place:
I hope that since you are reading this, you are a project management proponent and interested in “spreading the word” so to speak. Many of us find ourselves a lone voice in the wilderness singing the praises of project management, yet unable to make any headway.
Why is this so and what can be done about it? How do we get those obstinate so-and-sos to listen?
In one way we are our own worst enemy. Our consistent success and brilliant performance is often interpreted by others as an inherent talent. In other words, we are seen as good at project management in the same way that musicians are seen as good musicians – it’s a talent thing. Now, not taking away from anyone’s talent, our personal attributes are not the only cause of our success – you know that or you would not be reading this. The first hurdle then is to demonstrate that skill AND talent make good project managers, that you can learn this and be good – never as good as those of us who are truly talented, but – hey - not everyone can be the best... just us J This means that success alone can not demonstrate the benefits of project management – let me say that differently – the prevailing mindset in a capability-maturity ignorant world is that people alone create success.
I’m not saying that a great process can overcome incompetence, it can’t. Nor am I suggesting that you credit your achievements solely to a great methodology (you worked hard!) – so what do you do? There are a lot of actions you can take, but since I’m a PMO guy, I’ll start there. In the case of building a PM culture, a PMO can succeed where individual achievements fall short. A PMO is an organizational entity, and as such does not suffer from the success conundrum.
When a PMO succeeds, the prevailing opinion will be “they must be doing something right.” This process-oriented point of view is an opening into organizational consciousness. If you don’t have a PMO, consider creating a community of practice around project management. Meet with other PMs and share ideas and practices. Publish these on the company’s intranet (if you have one). Send emails on PM topics or print articles and pass them around.
I’ve really had some good luck with sharing short articles and ideas via email. In fact I just sent another one using Josh Nankivel’s article on Theory of Constraints. The cartoon is great, and fun communications never hurts! So that’s my first two cents, PMOs and other PM-based organizations are a great way to demonstrate and communicate the benefits of our profession, get together with your peers and spread the word.
Project delivery is a process that produces an abundance of knowledge. Project teams encounter problems, assess and monitor risks, evaluate baselines, watch budgets and finance and manage stakeholder needs and expectations, as they do, they generate knowledge that is contained within the team.
Common sense and your own experience will play a large role in your ability to answer the questions on this topic.
Communication Processes defined: Communication is the link between people, ideas, and information. Project Communications Management includes four processes: