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1、The Unofficial Project Manager:A Guide for Leaders2The Unofficial Project Manager:A Guide for Leaders Learn more Todays leaders have an astonishing amount of responsibility on their plates.Chances are,learning more about project management isnt at the top of most leaders long to-do listsor on their
2、list at all.But great project management is a key component of success in any organization,and the ever-changing nature of modern business means that these skills are often needed at a moments notice.Because everyone manages projects at some point,even team members without an official project manage
3、ment role need to know how to do it well.HR and L&D teams must prepare everyone in their organization to play the role of unofficial project manager.And all leaders,no matter their organizations focus or industry,are responsible for executing projects.Leaders are responsible for guiding projectswhet
4、her they manage official project managers,unofficial project managers,or even manage projects themselves.ContentsThe Recipe for Project Success:Value+People+Process 3The Project Management Framework:A Birds-eye View 6Guiding and Supporting Projects as a Leader 8Facilitate Smooth Sailing 11Seasoned l
5、eaders can use their far-reaching strategic vision to mobilize resources and deliver projects that move mission-critical programs forward.But harnessing the power to consistently deliver high-value projects on time and within budget can be a real challenge,even for the most experienced leaders.The g
6、ood news is that understanding the basics of project management roles and processes can help leaders successfully guide projects and provide the right kind of support to their teams.This guide provides an overview of project management best practices so that leaders can better understand workflows a
7、nd guide project outcomes at a high level.This informed perspective will help leaders see where they can guide project teams toward success.When leaders ensure projects are managed well,they can skillfully drive collective action around the activities and initiatives with the most organizational imp
8、act.3The Unofficial Project Manager:A Guide for Leaders Learn more.The Recipe for Project Success:Value+People+ProcessProject management isnt just about workflows and deadlines.To help projects run smoothly,leaders first need to understand the factors that contribute to a successful project.The firs
9、t factor is valuevalue guides which projects get resourced and what outcomes are tied to their completion.Helping people work together effectively on project teams is the second factor in the success equation.Sound,functional processes aligned to business outcomes is the third factor.Skillfully acti
10、vating this combinationValue+People+Processis the foundation for every projects success.A Proposition of ValueKory Kogon,VP of Content Development at FranklinCovey and co-author of Project Management for the Unofficial Project Manager,underscores why leaders need to consider value first:“Overall val
11、ue is the major principle.Whatever it is that youre creating,you should be asking yourselfdoes it provide value to the client and to our company?And if it doesnt,stop what youre doing and change direction.”“Instead of just getting started and hoping youll have value at the end,make sure youre gettin
12、g to value all along the way,so there are no surprises when your project ends.”Kory Kogon,VP of Content Development,FranklinCovey and co-author of Project Management for the Unofficial Project Manager4The Unofficial Project Manager:A Guide for Leaders Learn more A focus on value is the necessary beg
13、inning of the conversation.A clear,concise articulation of the benefit of your projectwhether it supports customers,internal team members,or a broader company initiativeestablishes a compelling,business-driven reason for doing the work and lays the energetic groundwork for supporting project infrast
14、ructure.Getting clear on the benefit youre delivering will ensure that every project yields value for your organization.Because leaders have a broader view of organizational priorities,theyre often best positioned to articulate the value of a project and help project teams tie their efforts toward h
15、igh-priority goals.Kogon emphasizes an iterative,agile project management approach informed by updates and inputs along the way to help teams stay on track throughout a projects life cycle.“Instead of just getting started and hoping youll have value at the end,make sure youre getting to value all al
16、ong the way,so there are no surprises when your project ends,”she says.The Power of PeopleHealthy collaboration,even when people arent part of the same team,is a vital piece of project management.The success of projects hinges not only on the talent of each team member but on their ability to work w
17、ell together to achieve project goals.Leaders can help facilitate collaboration and buy-in across teams to spur collective action and make sure everyone contributes their best work to a project.5The Unofficial Project Manager:A Guide for Leaders Learn more Process as an Essential ElementSound proces
18、ses help teams successfully execute high-value projects on time and within budget.Skillful process architecture has a huge impact on the quality,sustainability,and measurability of the results each project delivers.Having a repeatable,tested project management process is what helps teams effectively
19、 deliver consistent results and achieve target outcomes.Leaders can help facilitate collaboration and buy-in across teams to spur collective action and make sure everyone contributes their best work to a project.6The Unofficial Project Manager:A Guide for Leaders Learn more Most leaders dont need to
20、 become project management experts to succeed in their roles,but understanding the finer points of the project management process provides a shared framework of reference for leaders and their teams.This shared understanding enables leaders to guide frontline workers at the right times and places in
21、 support of the operational and strategic project elements.This is a vital perspective,according to Kogon.“If all leaders understood the principles of project management,our project managers would be able to do a much better job.”“When were talking about unofficial project managers,”Kogon says of le
22、aders with a varied range of roles,“project management is a shared responsibility.An understanding of project management principles is helpful to the success of an organization because it ensures that everybody is speaking the same language,understanding what it really takes to scope a project,and k
23、nowing what questions should be asked.It gets everyone on the same page in regards to what they mean by value.”The Project Management Framework:A Birds-eye View7The Unofficial Project Manager:A Guide for Leaders Learn more Foundational Stages of Project Management While each project is unique,they a
24、ll follow a similar set of steps.Here are the foundational stages of project management:Scope Plan Engage Track and Adapt CloseGetting well-acquainted with each of these stages and their best practices will prepare leaders to steer projects confidently and provide support to the unofficial project m
25、anagers on their teams.“Project management is a shared responsibility.An understanding of project management principles is helpful to the success of an organization because it ensures that everybody is speaking the same language.”Kory Kogon,VP of Content Development,FranklinCovey and co-author of Pr
26、oject Management for the Unofficial Project Manager8The Unofficial Project Manager:A Guide for Leaders Learn more Guiding and Supporting Projects as a LeaderOften,a leaders most important role in a project is to serve as coach and cheerleader.With a clearer picture of how healthy projects function,l
27、eaders are better equipped to direct day-to-day operations toward a target destination.People and processes at every phase of a project benefit from informed guidanceto keep a project on a steady track or to help it course-correct if outcomes arent as expected or new information arises.Regardless of
28、 a projects purpose,effective leaders have ample opportunity to step in and support the people managing and executing the workwhether those people are on their direct team or not.Here are a few ways leaders can help project teams succeed throughout the process.9The Unofficial Project Manager:A Guide
29、 for Leaders Learn more Be a Conduit of CommunicationThe variety of perspectives and experiences in a high-performing team makes it powerful.This richness also ensures there will be inevitable communication misses.Even the most talented teams will misunderstand or make assumptions during a project.K
30、eeping an eye on a project as it unfolds to prevent miscommunication between stakeholders and team leads or between team members.Having a policy of over-communication and checking assumptions will keep teams on track and help bridge communication gaps.Leaders can ensure smooth and seamless collabora
31、tion within and across teams by creating a supportive,inclusive atmosphere where people feel safe enough to communicate problems when they arise.In a distributed work environment,its even more important for team members to have access to technology and frameworks that help them communicate clearly a
32、nd often with other project team members.Encourage team members to check with clients and stakeholders often to maintain visibility and alignment with project aims,and to adjust with agility to any changing inputs or requirements.Make sure guiding documents and updates are regularly shared with both
33、 project team members and stakeholders to address and resolve any misalignments,and build in the expectation of these bidirectional check-ins through effective channels.Tie Project Activities Back to ValueAs a leader,your role is not only to understand where value fits in the success equationits als
34、o to communicate the purpose behind the project at every opportunity.Create connections for team members between the work theyre doing and the projects value proposition.“Communicate that the projects value is its contribution to the goals Leaders can ensure smooth and seamless collaboration within
35、and across teams by creating a supportive,inclusive atmosphere where people feel safe enough to communicate problems when they arise.10The Unofficial Project Manager:A Guide for Leaders Learn more of your organization,”says Kogon.“Leaders should be proactive in responding to the projects that are go
36、ing on in the organization and ensuring that those projects align with whats most valuable to their internal teams and customers.”Communicating a value-oriented approach empowers team members to understand the meaning behind the project and contribute more creative solutions to problems or roadblock
37、s that arise along the way.This value-focused communication might look like a question during regular team meetings to prompt ideas about whether the work and results are staying on track with the projects intended purpose.Prompting a personal understanding and ownership of value in this way makes w
38、ork more personally rewarding,increases investment,and helps team members understand the impact of their contribution.“Everybody in an organization should understand project managementwhen you understand the basics,it enables informed problem-solving,and thats what innovation is all about,”Kogon say
39、s.Protecting Your Project TeamsAs a leader who may be in an unofficial project management role or guiding projects at a higher level,providing consistent support to both your teams and potential project managers is key.Protecting both dedicated and unofficial project managers from overwhelm and dist
40、ractions and demonstrating sane boundaries is a crucial leadership skill.“Everybodys making something,whether theyre making a new system,a new product,a new marketing program,or creating a training program,”says Kogon.“Part of a leaders responsibility is to really mitigate pet projects,things that d
41、ont really make sense in the context of the broader value proposition.”11The Unofficial Project Manager:A Guide for Leaders Learn more Facilitating Smooth SailingProjects involve groups of people working togetherand that means roadblocks and friction can pop up over the course of a project.Leaders h
42、ave an active role to play in creating harmony,not just getting involved when conflict arises.Because change is an inevitable part of projectsespecially multifaceted or longer-term initiativessavvy leaders will anticipate conflict,get ahead of any potential points of friction within teams,and do eve
43、rything they can to manage change ahead of time.Be accessible and available at both scheduled and as-needed times so that team members can surface issues and concerns.Encourage team members to reach out to you before issues become serious or entrenched so that solutions can be creatively discussed a
44、nd implemented to keep the project healthy and vibrantand to keep team members mentally and emotionally engaged.When conflict arises,think again about value as the core principle.What is the hoped-for benefit that resolution can deliver?When team members have a positive approach,they are set up to l
45、earn,gain,and 12The Unofficial Project Manager:A Guide for Leaders Learn more grow from the process.Resolution strategies include clearly defining expectations for both work quality and process/workflows,communicating expectations,and creating a framework for everyone involved to be thoroughly heard
46、.Inspire EnthusiasmLeaders monitoring work at a project level can motivate teams in specific and meaningful ways.When it comes to helping people feel their talents and effort are recognized and appreciated,communicating individual,and team successes is a contribution worth its weight in gold.Celebra
47、tions of milestones or smaller,more informal recognition opportunities,particularly through tedious or challenging legs of a project journey,can keep spirits high and foster the kind of loyalty needed for both keeping a project in scope and making sure the quality of work is excellent.Showing team m
48、embers that their work is seen and valued can be a powerful motivator.“Leaders who are good stewards have a good sense of when they are needed,”Kogon says.“They give timely feedback and give the project manager support by celebrating them,keeping them engaged and keeping them going.Thats pretty impo
49、rtant.”Find both formal ways,such as 360 reviews at regular or milestone-based intervals,and informal ways,such as dropping a line in a private message or sending an appreciative gift card after someone has gone the extra mile,to recognize good work and keep morale high.“A leader has to have people
50、skills,”Kogon says.“Thats the people part of project management.Leaders should rally their people and help build their confidence and morale.This is part of their role,they cant only be pushing process.”Cultivate AgilityEven the most careful planning and preparation cant anticipate everything that w
51、ill come up in the life cycle of a project,which is why an agile approach is essential.Agile project management means that along with staying nimble and responsive throughout a project,teams should also be creative,adaptable,and solution-oriented when things change.New elements that arise in a proje
52、ct timeline are opportunities for team achievement.Build a culture of creative problem-solving by demonstrating a welcoming approach to challenges.Set an example of resilience and positivity to help the project get unstuck and teach team members a can-do approach.This kind of empowerment has knock-o
53、n effects that send ripples throughout an organization.It increases employee satisfaction,heightens personal investment,and instills a sense of pride in creating quality work that ensures business outcomes.Showing team members that their work is seen and valued can be a powerful motivator.13The Unof
54、ficial Project Manager:A Guide for Leaders Learn more Bring It All TogetherProject management might not be the most strategically energizing topic,but its very important for leaders to have a foundational understanding of how it works to support their team members and their own work.When leaders inc
55、orporate project management best practices as part of their strategic approach to business,processes become tighter and more efficient,and day-to-day operations meet organizational goals better.“As a leader with an organization full of knowledge workers,the question is,how do I make their lives easi
56、er?How do I help to speed up and support higher quality projects?”says Kogon.“That ability would be kind of amazing.”All leaders are involved with the management of projects at some level.This involvement in project management is why understanding the project management processand developing both mi
57、ndsets and skillsets to effectively manage projectsis so important to the health and effectiveness of any organization.14The Unofficial Project Manager:A Guide for Leaders Learn more Project Management for the Unofficial Project ManagerSuccessful project management isnt just about strategy and manag
58、ing logistics.Its about getting people to work together and volunteer their best efforts,especially when they dont work directly for you.Real project success combines proven project management skills with proven people management skills to achieve consistent results.In Project Management for the Uno
59、fficial Project Manager,weve combined the robust processes of the Project Management Institute(PMI)with FranklinCoveys 30+years of experience and timeless principles to enable leaders to guide every type of project with consistent success.2022 Franklin Covey Co.All rights reserved.IND22148150 Versio
60、n 1.0.0To learn more,email or call us at 1-888-868-1776.FranklinCovey is the most trusted leadership company in the world,with operations in over 160 countries.We transform organizations by building exceptional leaders,teams,and cultures that get breakthrough results.Available through the FranklinCo
61、vey All Access Pass,our best-in-class content,experts,technology,and metrics seamlessly integrate to ensure lasting behavior change at scale.Our approach to leadership and organizational change has been tested and refined by working with tens of thousands of teams and organizations over the past 30 years.