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Network/ Providing opportunities for linking with others. contacts

Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.

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Project Management 6e.

10–9

10–10

Organizational Currencies (cont’d)

TABLE 10.1 (cont’d)

Inspiration-related currencies

Vision Being involved in a task that has larger significance for the unit, organization, customer, or society.

Excellence Having a chance to do important things really well.

Ethical correctness Doing what is “right” by a higher standard than efficiency.

 

Relationship-related currencies

Acceptance Providing closeness and friendship.

Personal support Giving personal and emotional backing.

Understanding Listening to others’ concerns and issues.

 

Personal-related currencies

Challenge/learning Sharing tasks that increase skills and abilities.

Ownership/involvement Letting others have ownership and influence.

Gratitude Expressing appreciation.

Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority (New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.

Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

 

Project Management 6e.

10–10

10–11

Social Network Building

Mapping Stakeholder Dependencies

Project team perspective:

Whose cooperation will we need?

Whose agreement or approval will we need?

Whose opposition would keep us from accomplishing the project?

Stakeholders’ perspective:

What differences exist between the team and those on whom the team will depend?

How do the stakeholders view the project?

What is the status of our relationships with the stakeholders?

What sources of influence does the team have relative to the stakeholders?

Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

 

Project Management 6e.

10–11

10–12

Stakeholder Map for Financial Software Installation Project

FIGURE 10.2

Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

 

Project Management 6e.

10–12

10–13

Management by Wandering Around

Management by Wandering Around (MBWA)

Involves managers spending the majority of their time in face-to-face interactions with employees building cooperative relationships.

Characteristics of Effective Project Managers

Initiate contact with key stakeholders

Anticipate potential problems

Provide encouragement

Reinforce the objectives and vision of the project

Intervene to resolve conflicts and prevent stalemates

Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

 

Project Management 6e.

10–13

10–14

Managing Upward Relations

Project Success = Top Management Support

Appropriate budget

Responsiveness to unexpected needs

A clear signal to the organization of the importance of cooperation

Motivating the Project Team

Influence top management in favor of the team:

Rescind unreasonable demands

Provide additional resources

Recognize the accomplishments of team members

Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

 

Project Management 6e.

10–14

10–15

The Significance of a Project Sponsor

FIGURE 10.3

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Upper management

Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

 

Project Management 6e.

10–15

10–16

Leading by Example

FIGURE 10.4

Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.

 

Project Management 6e.

10–16

10–17

Ethics and Project Management

Ethical Dilemmas

Situations where it is difficult to determine whether conduct is right or wrong:

Padding of cost and time estimations

Exaggerating pay-offs of project proposals

Falsely assuring customers that everything is on track

Being pressured to alter status reports

Falsifying cost accounts

Compromising safety standards to accelerate progress

Approving shoddy work

Code of conduct

Professional standards and personal integrity

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