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    9 Habits of Project Leaders: Experience- and Data-Driven Practical Advice in Project Execution
    9 Habits of Project Leaders: Experience- and Data-Driven Practical Advice in Project Execution
    9 Habits of Project Leaders: Experience- and Data-Driven Practical Advice in Project Execution
    Ebook69 pages1 hour

    9 Habits of Project Leaders: Experience- and Data-Driven Practical Advice in Project Execution

    By Puja Bhatt and Arun Singhal

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    About this ebook

    There are no shortcuts to achieving excellence in leadership. Seasoned project managers know that the qualities that bring about successful business results come from experience and daily practice. They also know that measurable improvements can come from simple, positive changes in how people work, interact, and grow together to create meaningful relationships. 9 Habits of Project Leaders is about transforming a good project manager into a great project leader by adding simple yet powerful habits to the project execution toolbox. The authors collected insights from more than 50 top-level project leaders from diverse industries, yielding the top common-sense habits of effective leadership, specifically tailored to the field of project management for the first time. This book provides a path for project managers—who are essentially in the "relationship business"—to engage, energize, and inspire their teams, and ultimately achieve their professional and project goals.
    LanguageEnglish
    PublisherProject Management Institute
    Release dateMar 27, 2017
    ISBN9781628252392
    9 Habits of Project Leaders: Experience- and Data-Driven Practical Advice in Project Execution

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      Book preview

      9 Habits of Project Leaders - Puja Bhatt

      AUTHORS

      PREFACE_______________________

      This book is primarily for practitioners of project management at all levels who want to improve the practice in their organization by deploying better habits. In a constantly changing project environment, use of every possible tool, process, principle, and habit is critical. Inasmuch as there is nothing particularly revolutionary about the nine habits presented in this book, experience gained in executing scores of complex, high-value projects around the world have confirmed that when applied together, these habits positively influence project outcomes in very significant ways. Each habit's simplicity is powerful and easy for any project management practitioner to adopt. Business reasons behind adopting these common-sense habits lead to excellence in executing small or large projects and are presented through the authors’ personal examples as well as stories shared by the project managers they interviewed.

      First of all, what is a habit? Simply put, a habit is a behavior pattern that is regularly followed. In his book, The Seven Habits of Highly Effective People, Stephen Covey defines a habit as the intersection of three dimensions: knowledge (what to do and why), skill (how to do), and desire (want to do). Transforming a behavior into a routine habit requires conscious effort in all three dimensions: Our recognition of the need and associated reward, an understanding of how to exhibit the behavior, and most importantly, the willingness to change. The knowledge, skill, and desire are typically acquired and developed through experience and shaped by our own sense of ethics, values, professionalism, style, responsibility, and fairness. In short, habits shape our character.

      According to Stephen Covey, management is primarily a left-brain activity, whereas leadership is an art and primarily a right-brain activity. The proposed habits make use of the right brain by enhancing one's soft skills. While Covey's habits are universally applicable across all professions, we have identified habits that are specifically tailored to the field of project management. In today's project management environment, just using the project management tools and processes does not necessarily achieve all of the project or organization's goals. Measurable improvements come from positive changes in how people work, interact, and grow together. Therefore, conscious adoption of even the smallest number of proposed habits can reap big benefits in the quality of our daily work and lead us on the path to achieving our professional and project goals.

      Let's first clearly understand the title of the book:

      9 HABITS

      These habits were selected from interviewing more than 50 senior project managers/directors/core team members who were responsible for executing technically complex projects all over the world. Data were collected spanning a more than 30-year career in project management and included a diverse set of industries, such as electric power, telecom, mining and metals, public infrastructure, IT, defense, oil and gas, healthcare, and education. Appendix B delineates how data were collected through observation, questionnaires, and interviews. The gathered information was further scrubbed, analyzed, and synthesized through additional discussions with leading project practitioners to arrive at the nine habits.

      PROJECT

      One must clearly understand the nature and definition of what constitutes a project. As defined by the Project Management Institute, a project is a temporary endeavor undertaken to create a unique product, service, or result (2013, p. 5). Unique essentially means that it has never been done before, which further means that there are uncertainties or risks associated with such an undertaking. Beginning and end mean that, to a large extent, it is temporary in nature. At some point, the team performing the project has to be disbanded and the resources have to be redeployed. These characteristics add the need for soft skills in handling projects.

      Further, projects can be internal or external. Internal projects mean that the

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