In the last two decades important gains have been made in our knowledge of project management. Much of this knowledge has focused on creating better tools to plan, execute, and control projects. There are, however, other important determinants of project success. Three areas which have received far less attention are how project leaders can gain support for their projects via their interpersonal power & influence; how to deal with those who can either block or help facilitate project accomplishment; and how to "manage upwards," e.g., managing key relationships with project sponsors and senior management. This paper presents an integrated view of the challenges project managers face in dealing with these issues.
Keywords: Project leadership, project management politics, team leadership, senior management relationships, project teams
[...] Using Block framework and applying it to a project management environment, we focused on how to deal effectively with bedfellows, allies, adversaries, fence sitters, & opponents. Several strategies were suggested for handling each type of behavior. Finally, we examined four concepts helpful in managing the politics of project support. These concepts include managing visibility, priority, accessibility, and credibility. Several strategies were advanced for assessing & improving each of the factors. It is emphasized that this assessment needs to be several times during the life of a project. [...]
[...] As a general rule, the System II leadership approach is especially useful for “boundary spanning” project leaders & coordinators. It is important to note that even though each leadership style emphasizes different power sources, a PM may use all power sources in gaining and maintaining project support Power Diagnostic Instrument There is no one way to assess which power sources will be most effective in different project management situations. However, the following diagnostic instrument can be helpful in assessing one's environment, one's power sources and its impact on others. [...]
[...] Anticipating potential objections also is a useful strategy in dealing with opponents Bedfellows—High Agreement/Low Trust Bedfellows are in agreement with our project goals but there is a low level of trust with bedfellows. PMs need to be mindful when dealing with bedfellows. PMs can often work with bedfellows if agreements on project issues are clearly discussed and follow-up maintained. PMs may be able to change a bedfellow into an ally if he/she can develop a successful relationship with them. As agreements are made and carried out, the degree of trust is likely to improve with bedfellows. [...]
[...] Differently stated, how one deals with each individual can mean the difference between successful and unsuccessful project performance POLITICAL STRATEGIES FOR MANAGING CHANGE The life of a PM is characterized by constant change. There are changes in requirements, engineering changes, changes in project scope. Equally important, there is often the task of dealing with those who might oppose the project and erect barriers in its path. Peter Block offers a useful framework for understanding and managing political relationships which we have adapted for project-oriented work environments [Block, 1987]. [...]
[...] For example, if a PM puts in a good word about a project participant to that team member's functional manger, that is an exercise of indirect reward power. Matrix managers, for example, often use indirect rewards to gain support, as they are often deficient in direct rewards. Most PMs often have a larger “reward portfolio” than they initially think they have. It is also common for a PM to have limited formal authority but high degrees of indirect reward power Punishment Power Punishment power is the ability to block or withhold rewards that project participant's desire. [...]
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