Maggie Jones / CIS 550 / Week 8

Chapter 10 Review Questions and Exercises

10-R1 What is the difference between leading and managing a project?
Managing a project is about coping with complexity, while leading is about coping with change. “Good
management brings about order and stability by formulating plans and objectives, designing structures
and procedures, monitoring results against plans, and taking corrective action when necessary.
Leadership involves recognizing and articulating the need to significantly alter the direction and operation
of the project, aligning people to the new direction, and motivating them to work together to overcome
hurdles produced by the change and to realize new objectives” (p. 316). Managers expedite certain
activities and keep the project on track; figure out ways to solve technical problems; keep project
members functioning as a team; and balance the competing constraints of time, cost, scope and quality.
Leaders sense the need for change along the way and rally the team to support the new vision.

10-R2 Why is a conductor of an orchestra an appropriate metaphor for being a project manager?
What aspects of project managing are not reflected by this metaphor? Can you think of other
metaphors that would be appropriate?
The conductor of an orchestra is an appropriate metaphor for being a project manager because, in the
same way that a conductor integrates the unique sounds of different instruments into a coherent piece of
music, a project manager integrates the talents and contributions of different specialists to complete the
project. The role of both a conductor and project manager is to facilitate the performance of others rather
than perform themselves. Both are completely dependent on the skills of their individual players and
must understand how different individuals contribute to the final result.

Some aspects of project management aren’t reflected by this metaphor. For example, a conductor is
unlikely to diverge from the written music during a performance while a project manager must be able to
adapt to many changes over the course of a project. Similarly, a conductor has an opportunity to spend
weeks practicing the same piece of music with his orchestra while projects are unique and carry inherent
uncertainties. Additionally, because a conductor interacts primarily with members of the orchestra, this
metaphor rails to capture the intricacies of dealing with the wide variety of project stakeholders.

Another metaphor that might be appropriate is that of football quarterback. Like a project manager, a
quarterback is dependent on the expertise of his teammates and must utilize their unique skills to run a
successful play. Both must deal with uncertainty and change while maintaining a vision that transcends
the immediate play or project plan. In order to be successful, both the project manager and quarterback
must earn the confidence, respect, and trust of their players.

10-R3 What does the exchange model of influence suggest you do to build cooperative
relationships to complete a project?
The exchange model of influence is built on the concept of reciprocity and quid pro quo. According to this
model, the primary way to build cooperative relationships is to provide services and resources to others in
exchange for future resources and services. The key is to understand what “currencies” are most valued
by different individuals at given times and offer those currencies so that they are inclined to reciprocate.
Various currencies which can be used to build cooperation include task-related currencies such as
resources, assistance, cooperation and information; position-related currencies such as advancement,
recognition, visibility, and contacts; inspiration-related currencies such as vision, excellence, and ethical
correctness; relationship-related currencies such as acceptance, personal support, and empathy; and
personal-related currencies such as gratitude, ownership, and skill-sharing.

10-R4 What differences would you expect to see between the kinds of influence currencies that a
project manager in a functional matrix would use and the influence a project manager of a
dedicated team would use?
Because a project manager of a dedicated team has more formal authority over team members, I would
expect him or her to use task-related and position-related currencies more often than the project manager
of a functional team. Because dedicated project managers are responsible for assigning project work,
they are more likely to be able to provide resources, assistance, advancement and recognition.
 Maggie Jones / CIS 550 / Week 8

Additionally, since projects that use a dedicated team tend to be higher priority, the project manager of
this team may be better positioned to leverage inspiration-related currencies such as project vision and
excellence. Because project managers in a functional matrix have less formal authority, I would expect
them to rely more on relationship-related and personal-related currencies such as acceptance, empathy
and gratitude.

10-R5 Why is it important to build a relationship before you need it?

It’s important to build relationships before they are needed because “it is always easier to receive a favor
after you have granted one” (p. 336). Effective project managers must identify key players and their
needs prior to requesting assistance. As such, they must see the project from a systems perspective to
appreciate how it affects the activities and agendas of those inside and outside the organization so that
they can identify opportunities to garner the support of others before it is needed.

10-R6 Why is it critical to keep the project sponsor informed?

It is critical to keep the project sponsors informed since they are the ones responsible for championing
and funding the project such that their reputations are aligned with the project. Sponsors can use their
influence to defend the project from attack by upper management and shelter the project from excessive
interference. The project sponsors should be the first to know about any difficulties the project has
encountered.

10-R7 Why is trust a function of both character and competence?

“Character alone will not engender trust. We must also have confidence in the competency of individuals
before we really trust them” (p. 333). A person with the best intentions won’t be trusted if she has a
reputation for not being able to deliver on promises. Similarly, a highly competent individual can’t inspire
trust if he has selfish or destructive intentions. Trust depends on both a good intentions and the
competence to see them through.

10-R8 Which of the eight traits/ skills associated with being an effective project manager is the
most important? The least important? Why?
Our text identifies eight traits associated with being an effective project manager: systems thinker,
personal integrity, proactive, high emotional intelligence, general business perspective, effective time
management, skillful position and optimist. While I believe all eight are important, I admit that I was
surprised that communication skills weren’t included in this list as I consider this one of the most important
qualities of a project manager. Of the eight listed, my experience suggests systems thinker to be
arguable the most important. A successful project manager must be able to see the big picture and
communicate this vision to stakeholders. He or she must understand how relevant project factors
collectively interact to produce project outcomes and focus on managing the interaction between these
different parts rather than the parts themselves.

Although all eight traits are important, effective time management may be the least critical characteristic
because, if a project manger lacks poor time management skills, he or she can compensate for this
weakness by leveraging technology and staff. That is, assistants and tools such as Outlook Calendar,
Project Professional or other task management applications can help even a project manager without
natural time management skills manage time effectively.
 Maggie Jones / CIS 550 / Week 8

10-E4
Dependency Map Local Government

Regulating Local Residents

Agencies and Homeowners

Environmental International Local Businesses

Groups Airport Project

Vendors Airlines

Unions

Depending on the economy of the area where the new airport is to be built, I would expect vendors to be
most cooperative as they are likely to be pleased with the opportunity to work on a large and potentially
profitable project. I would expect environmental groups to be least cooperative if there are concerns
about the impact of the project on pollution and wildlife.

10-E6
Jack Nietzche
Although Jack will undoubtedly be upset that he wasn’t promoted, I believe it is necessary to give him the
bad news immediately in order to establish trust. Withholding the information in order to get Jack to work
harder shows disregard for his personal feelings and our relationship. Having a candid conversation
about my meeting with the director of project management, empathizing with his disappointment, and
discussing possible courses of action to improve Jack’s prospects for promotion in the future will show
that I value our relationship. Hopefully, offering Jack these relationship-related and personal-related
currencies will encourage him to reciprocate by completing the project on time.

Seaburst Construction Project

If use of the equipment on weekends is against company policy, I would discuss the practice with the
vendors who work for my organization directly rather than bringing the matter to the attention of a
supervisor. Communicating directly with the vendors rather than reporting them to management
addresses the issue while showing respect, engendering trust, and creating a credit in our relationship
“bank account” which can be applied to the continued success of the project.

The Project Status Report Meeting

I would tell my client about the current status of the project because it’s critical to keep the project sponsor
informed. Similarly, I would inform the client that I’m confident we can get back on schedule provided the
team is left free to give their undivided attention to the project. I would hope that in the course of my
honest interaction with the client I would have earned enough currency and trust that she would respect
my request not to interfere.

Gold Star LAN Project

I would not sign the fraudulent invoice. Not only is overcharging clients unethical, signing would damage
my reputation as an honest and trustworthy project manager. Although this may hurt my relationship the
 Maggie Jones / CIS 550 / Week 8

organization, I would hope that my actions might inspire others to initiate a change in the organization
culture such that this type of fraud ceases to be common practice.

Cape Town Bio-Tech

I would not share with my team the news that orders don’t need to be shipped until April 1 as I don’t
believe this information is relevant to the team. According to the WBS, the project should take 110 days
and this is the schedule to which the team should try to adhere. If a team member were to ask me the
deadline for shipping I would certainly be honest with them while emphasizing their personal deadlines
based on the WBS.

Ryman Pharmaceuticals
I would absolutely not purchase additional shares of Ryman stock as doing so would be in violation of
SEC insider trading laws. Not only is this decision the honest and ethical thing to do, it is also the
decision that protects me from possible fines and incarceration.

Chapter 11 Review Questions and Exercises

11-R1 What are the differences between the five stage model of team development and the
punctuated equilibrium model?
The Five-Stage Team development model suggests that groups experience the following stages as they
develop into effective teams: forming during which members become acquainted and establish ground
rules, storming during which conflict develops over roles and leadership, norming during which close
relationships and cohesion develop, performing during which period the team if focused on accomplishing
project goals, and adjourning during which the team prepares for disbandment.

In contrast, the punctuated equilibrium model suggests that don’t develop according to this sequence of
stages but based on the timing of the project. According to this model, each group begins with a unique
approach to accomplishing its project that is set in the first meeting but will transition to new behavior
patterns exactly halfway through the project and further accelerates activity to complete the project in the
last meeting. This suggests that groups “begin by combining the forming and norming stages, then go
through a period of low performing, followed by storming, then a period of high performing, and finally
adjourning” (p. 352).

11-R2 What are the elements of an effective project vision? Why are they important?
The four key elements to an effective project vision are communication, strategic sense, passion and
inspiration. Essential qualities of a vision must be able to be communicated in order to be shared with
and understood by others. While visions should be challenging, they must also be realistic and be
appropriate from a strategic perspective. Passion is essential to an effective vision as a project manager
must fully believe in the vision before it can be realized. Finally, the vision must serve as a source of
inspiration to others so that they are motivated to superior performance.

11-R3 Why should a project manager emphasize group rewards over individual rewards?
Generally, project managers should emphasize group rewards over individual rewards because most
project work is a collaborative effort and the reward system should encourage team work. Because
project work is highly interdependent, it can be difficult to distinguish who truly deserves credit and
recognizing individual members can distract from team unity.

11-R4 What is the difference between functional and dysfunctional conflict on a project?
The difference between functional and dysfunctional conflict is not always clear. “The distinguishing
criterion is how the conflict affects project performance, not how individuals feel” (p. 369). Functional
conflicts further the objectives of the project while dysfunctional conflict will hinder project performance.

11-R5 When would it be appropriate to hold a formal team-building session on a project?

 Maggie Jones / CIS 550 / Week 8

A formal team-building session is appropriate when the project manger senses that the team is
approaching a transition point in its development. Such a session should involve an inflective evaluation
of the team’s performance with the goal of improving the team’s effectiveness through better
management of project demands and group processes.

11-R6 What are the unique challenges to managing a virtual project team?
Two of the biggest challenges to managing a virtual project team are developing trust and effective
patterns of communication. It is often difficult for team members to trust those they have only met one or
two times, if at all, and geographic separation prevents the informal social interactions that are often
essential to building camaraderie among team members. Similarly, distance can make it difficult to
establish effective patterns of communication as common methods of long-distance communication such
as email, faxes, chat rooms and conference calls have limitations.

11-R7 What can a project manager do to avoid some of the pitfalls of a highly cohesive project
team?
A project manager can take the following steps to avoid the pitfalls of a highly cohesive project team
including groupthink, bureaucratic bypass syndrome, team infatuation or “going native”:
 Awareness: The first step to mitigating the negative effects of a highly cohesive team is the be
aware that there is a potential downside to such teams and be able to recognize the symptoms
associated with the pathologies listed above.
 Reduce isolation: The project manager can take preemptive action to reduce the isolation of the
project team by creating work-related connections outside the project team.
 Encourage functional conflict: If the team appears ot be suffering from groupthink, the project
manager can encourage functional conflict by playing the role of devil’s advocate to encourage
dissent.
 Formal team-building session: a formal team-building session can help identify and eliminate
dysfunctional norms and refocus the team’s attention on project objectives.

11-E2
Decision-Making

1) Casino Night
After learning that Chunk of Coal has terminated operations and confirming for myself, I would (a)
make the decision on my own with available information to donate the profits of casino night to St.
Mary’s Soup Kitchen. I would be confident making this decision on my own since the team had
previously agreed that it was the best choice after Chunk of Coal.
2) Trysting Tree Golf Club
Before making a decision to alter the 13th hole, I would (b) consult others before making the
decision because I’m not an expert in golf course design or engineering and would want to
leverage the expertise of SMEs in those fields as well as inform the project sponsor before
authorizing the change. This change may also affect other stakeholders such as the golf course
marketing firm that will need to be apprised if the change affects their operations.
3) New Product Development
Before making a recommendation on whether to cancel the project I would (c) call a meeting and
reach a consensus. I believe this is the correct course of action because it is a controversial
problem that will have a major impact on project activities and will need strong commitment to the
decision by all involved.