Chapter 10 Review Questions Essay

What is the difference in the midst of leading and managing a stray?Leading involves recognizing and communicating the need to change public life and direction of the spue, line up people to this new direction, and motivating the police squad to overcome obstacles to progress to the new objectives. Managing is about formulating plans and objectives, designing procedures to achieve those objectives, monitoring progress, and taking corrective action. Managing is about putting out fires and maintaining the course. Leading is about change, and altering the course of a project.2.Why is a conductor of an orchestra an appropriate metaphor for being a project carriage? What aspects of project managing ar not reflected by this metaphor? Can you think of other metaphors that would be appropriate? in that location are many parallels between conducting an orchestra and managing a project. Conductors and project managers integrate the contributions of others. Each is dependent upon the e xpertise and talents of others. They expedite performance kinda than actually perform. Project managers orchestrate the completion of the project by inducing participants to venture the right decision at the right time. Both control the pace and intensity of work by coordinating the involvement of players. Finally each has a vision of performance that transcends the music score or project plan.The conductor metaphor works best in describing how a project manager interacts with project members to complete the project. The metaphor fails to capture the intricacies of get outing with all of the project stakeholders (government officials, contractors, top management, customers) that impact the project.Other metaphors that come out from class discussions include quarterback, steering wheel, and ships captain.3.What does the exchange model of order suggest you do to build cooperative familys to complete a project?According to the exchange model of influence, the primary mode to ga in cooperation is to provide services and resources to others in exchange for future resources and services (quid pro quo). The key is to adjust out what you can offer others that is of value to them so that they will feel obligated to reciprocate. Here the imagination of influence currencies is useful in identifying different ways to gain cooperation from others. A second key is construction a positive bank account with those whom you are dependent upon so that they are inclined to sustain with you.4.What differences would you expect to see between the kinds of influence currencies that a project manager in a operating(a) matrix would use and the influence a project manager of a apply project team would use?This question is designed to explore the impact that the project management structure has on the index of project managers to exercise influence over team members. The key point is that the project manager of a dedicated team has more formal authority over the participants and the project and, therefore, greater access to influence currencies than the project manager in a available matrix. For example, the dedicated project manager is responsible for designation project work, while functional managers do so in a functional matrix. A dedicated project manager will have greater access to position-related currencies. Since dedicated projects are used for graduate(prenominal) priority projects, the dedicated project manager is credibly to develop inspiration-related currencies. Project managers in a functional matrix compensate for their lack of formal authority by exercising informal influence through and through the use of relationships and psycheal currencies.5.Why is it of the essence(predicate) to build a relationship before you need it?People are likely to be more cooperative if they know you, and you have developed a individualised relationship with them. When people view you as pleasant, credible, and helpful based on past contact, they ar e more likely to be responsive to your requests for help and less confrontational when problems arise. The key is building a positive belief in the relationship that you can tap into when you need help.6.Why is it critical to keep the project sponsor sensible?The project sponsor is a powerful ally who uses his/her influence to protect the project when it comes under dishonor in higher circles of management. Project sponsors need to be kept informed so that they can counterbalance the project to the best of their abilities.7.Why is trust a function of both character and competence?Character just is not likely to engender trust. People must have confidence in the other persons abilities and competence. For example, you are unlikely to follow someone who has the best of intentions if he/she has a track introduce of failing to get things done correctly. Conversely, one will not trust someone who is very equal but has a doubtful character. For example, you are unlikely to follow s omeone who is quite competent if you count he/she is only looking out for what is best for him/her.8.Which of the eight traits/skills associated with being an effective project manager is the most important? The least important? Why?This question is designed to generate discussion rather than a definitive answer. Most students will pick either emotional intelligence, systems thinker, skillful politician, or private virtue. Having students debate their choices can lead to a spirited discussion, especially between those who picked skillful politician and personal integrity. The key is to get students to think about how these traits relate to being an effective project manager. For example, personal integrity is important because it leads to trust which facilitates more effective interaction. Alternatively, being a skilled politician is necessary to deal with different stakeholders with conflicting agendas. Students should come to the conclusion that while some traits may be more im portant than others, all are important to being an effective project manager.