Project Leadership and Teams

By
Dr. Edward Ochieng
Learning Outcomes
 To gain an understanding of:
1. How to manage and lead project teams so that they can more
effectively achieve project objectives and team goals by the
way they lead the team, developing a high performance from
all team members.
2. How to set up of project teams, giving help to individuals who
work together in project teams on how they might do so more
effectively and how they might more ably achieve their team
goals.
3. How to achieve integrated project teams which fully engage
and mobilise the supply chain to contribute effectively to
project team success, and through ongoing relationships, to
achieve continuing improvement to mutual benefit
Agenda
 Project Leadership for
Managers
 What is Project
Leadership?
 Leadership Styles
 Project Leaders Sources
of Authority
 Providing Inspiration for
the Team
 Characteristic Behaviours
of the Leaders
 Clarifying Project
Objectives
 Creating an Effective Team
Environment
 Defining Roles and
Responsibilities
 Achieving Project Team
Performance
 SMART (IES) GOALS
 Working in Team
 Characteristics of High
Performing Teams
Your Thoughts.........

How do the duties of project managers

reinforce team performance?
Why is teamwork important?
Project Leadership for Managers
 Providing inspiration to the team by personal example
and through respect for the individual team members
 Creating an effective environment for the team to
perform through the provision of appropriate tools and
resources.
 Ensuring good communications at all levels, establishing
appropriate feedback mechanisms to ensure
communications are fully understood and implemented
 Defining the roles, responsibilities and accountabilities of
the team members through delegation of authority and
decision making
What is Project Leadership?
Project Management:
Getting people to do what you
want them to do!

Project Leadership:
Getting people to WANT to do
dohat what you want them to do!
Leadership
Of bad leaders, the followers say,
“They were bad leaders”

Of good leaders, the followers say,

“They were good leaders”

Of the best leaders, the followers say,

“ We did it ourselves”
Leadership styles
Involvement of Team in
Decision Decision Taking Flexibility
Making

Laissez-Faire High High High

(Do nothing)

Democratic High Low High

(Participative)

Autocratic Low Low High

(Retains Power)

Bureaucratic Low Low Low

(By the book)
Leadership style
Project Stage Team Type

Laissez –Faire Research Egoless

(No leader/Collaborative
effort)
Democratic Definition Matrix
(Composed of different
functions/departments)
Autocratic Execution Line
(Full authority)

Bureaucratic Close-Out Surgical

 Leadership style
 The Commander(Gives orders and expects them to be obeyed)
•His methods gain an instant response BUT •Communication not encouraged
•Frustrates those who want to be
•They may be effective in the short contribute
term •Leader can become isolated
•Can give a sense of security to some

 The instigator (sets things in motion but prefers little personal

involvement)
•Allows individuals to develop BUT •Lack direction leads to insecurity
potential •Team can go round in circles
•Team commitment likely to be high

The Negotiator (Involves others and welcomes feedback)

•Team likely to be well motivated BUT •Gaining consensus takes time
•Good communication is encouraged •Discussion can lead to lack of
•Team members use their initiative focus
The Project Leaders Sources of Authority
 Position
 Line management authority over people resources
 Usually limited
 People are borrowed from line managers by negotiation
 Resources
 Control over the project budget
 Release of other sources , including information
 Charisma
 A powerful source if well used
 Credibility
 Users believe his/her way is best
 Clear plans help achieve cooperation
The Project Leaders Sources of Authority
“As a Project Leader.......you are responsible for a
whole gang of people that you probably didn't pick, may not
like, might have nothing in common with and who perhaps
won't like you much”
Providing Inspiration for the Team

Are Leaders born.....

......or made?

Maybe......

But leadership behaviours can

be developed
Providing Inspiration for the Team

 Leadership by example
 Leadership capability and track record
 Mutual respect in project teams
 Developing trust in project teams
 Empathy in project leadership
 Responsive project leadership
Providing Inspiration for the Team

"The best executive is one who has sense

enough to pick good people to do what he
wants done, and self-restraint enough to keep
from meddling with them while they do it."

Theodore Roosevelt, US President

Characteristic Behaviours of the Leader

Directive defines tasks, schedules, processes

Supportive friendly, concerned
Participative involving, inclusive
Achievement challenging goals, wants
performance
Clarifying Project Objectives

 Clarity of purpose is essential for good project

management
 Jointly develop project objectives with the team
 Set team goals: what will be achieved, by when and
by whom
 Setting project objectives
 Monitoring the team goals
Clarifying Project Objectives...cont

 Setting project objectives

 The project purpose must be agreed and tested with
stakeholders
 The project purpose must be shared with all the
team
 Specific project objectives must be derived from
project purpose
 A common understanding of objectives is
fundamental to success
Clarifying Project Objectives...cont

 Monitoring the team goals

 Develop and agree team goals for each project
objective
 Team goals must be specific and measurable
 Assign personal responsibilities
 Develop an action plan for each goal
 Regularly monitor goal achievement
 Review changes jointly with team
Creating an Effective Team Environment

 Setting the tone for the project

 Setting expectations
 Defining the standards of work
 Agreeing job roles
 Managing interfaces
 Maintaining a stable work environment
Creating an Effective Team Environment…cont

 Creating the right workplace environment

 Open plan office space
 Ensuring informal communications
 Ability to bounce ideas off each other
 Ad hoc productive meetings
 Good social interaction
Creating an Effective Team Environment…cont

 Providing the tools and resources

 Provision of necessary equipment
 Intranet access
 Reliable interfaces with existing systems
 Specialist software or other tools
 Efficient back office support
 Access to money when needed
Defining Roles and Responsibilities
 Clarifying roles in the project team
Defining roles and what is expected of each
individual
Define inter-personal team relationships as
well as professional capability
Publish an organisation chart
Write up job specifications
Defining Roles and Responsibilities…cont
Accountability and responsibility
Define what each team member is responsible for
delivering
Define to whom team members are accountable
Define collective team responsibilities
Delegate responsibility within team member
capability
Defining Roles and Responsibilities…cont
• Empowering the team
Delegate authority for decision making to lowest level of
competence
Train individuals to take more responsibility
Educate team members to have a broader view when
making decisions
Mentor and guide team in making decisions
Defining Roles and Responsibilities…cont
• Empowering the team
Delegate authority for decision making to lowest level of
competence
Train individuals to take more responsibility
Educate team members to have a broader view when
making decisions
Mentor and guide team in making decisions
Achieving Project Team Performance
 Leadership
 Working together to shared and agreed objectives
 Team building
 Matching capabilities within the team
 Organisational Structure
 Clarity of roles, responsibilities and accountabilities
 Personal behaviours
SMART (IES) GOALS

 Specific
 Measurable
 Achievable
 Realistic
 Time-bound
 Inclusive
 Environmentally safe
 Success-oriented
Working in the Team

“Getting good players is easy, Getting them to play together is the hard part”
Casey Stengel, former manager, New York Yankees
Characteristics of High Performing Teams
Alignment and clarity of objectives
Single integrated team working
Personal working relationships
Clarity of roles and responsibilities
Delegation of responsibility
Co-operative corporate policies
Learning from project to project
Personal rewards match achievements
Training and education
Characteristics of Project Managers Who Lead
Leads by example
Visionary
Technically competent
Decisive
A good communicator
A good motivator
Stands up to top management
Supports team members
Encourages new ideas
Lecture Summary

 Any questions?
 Display an understanding of Project Leadership.
 Display an understanding of Managing Project
Teams.
Recommended Texts

1. Terry, S (2009). Strategic Project Management

Made Simple: Practical Tools for Leaders and
Teams, Wiley.
2. Turner, R (2008). Human Resource Management
in the Project-Oriented Organisation, McGraw-
Hill.