Quick Recap of Lesson 2

Process group identification

Lesson 1:
Examining Professional Project Management
Topic 1B:
Identify Professional and Social Responsibilities
Topic 1C:
Identify the Interpersonal Skills Required for a Project Manager

Learning Objectives
Relationship between project
monitoring and controlling

manager

and

project

Enhance Leadership Ability

Review Coaching Skills
Key skills
Coaching Relationship
Process
Communication, building trust and rapport, listening
skills, approach and technique, influencing and directing

Definition of Project Manager in relationship to PMC

(Project Monitoring and Controlling)
The person with authority to manage a project. This includes leading the planning
and the development of all project deliverables. The project manager is
responsible for managing the budget and workplan and all Project Management
Procedures such as scope management, issues management, risk management,
etc.
The person or firm responsible for the planning, coordination and controlling of a
project from inception (Initiation) to completion (Closing), meeting the project's
requirements and ensuring completion on time, within cost and to required quality
standards.
The Project Manager is the individual responsible for the day-to-day management
of the project.
A project manager is the person who has the overall responsibility for the
successful planning and execution of any project.

Project = People
(People are THE MOST Difficult resource to manage)

Leading vs. Managing

Leading
Aim is positive change
Setting direction
Aligning people to
vision
Motivating
Coaching

Managing
Aim is predictable, orderly results
Organizing
Staffing
Planning
Budgeting
Solving problems

Definitions: Coaching, Counseling, Mentoring, & Training

Coaching focuses on improving skills.
can address issues of know how, know when, know why, motivation,
time, distraction, priorities, support.
Counseling: is coaching that focuses on peace of mind.
Mentoring: is coaching about career and relationships with people and
the organization.
Training: is skill building from the ground up.

25 of the Things Coaches Do

1. Beacon

14.Director

2. Radar

15.Helping Hand

3. Alarm Clock

16.Hear Venting

4. Patient

17.Gardener

5. Flexible

18.Notice Success

6. Honest Self-Perception

19.Honest

7. Confront

20.Confident

8. Sell

21.Consistent

9. Help Push Envelope

22.Mindful

10.Motivate

23.Guide

11.Cheerlead

24.Mirror

12.Optimistic

25.Evolutionary Elder

10 Ways to Communicate Better

1. Consider compromise.
2. Another person's view of reality may be as real as your own.
3. Never assume that you know what the other person is thinking, or
what they have done.
4. Check out your assumptions.
Ask questions.
Do not correct another's statement of his/her feelings.
5. Be specific when you introduce a comment.

Contd
6. Ask for a reasonable change.
7. Try substituting "and" for "but".
"But" tends to negate anything that went before.
"And" includes both sides of the statement.
8. Ensure that your body language is congruent with your message.
9. When receiving constructive feedback consider it carefully and with
a balanced approach.
10.Remember that others opinions of you are not always true

Coaching Process One Model

1. Prepare in advance: requirements,
opportunities, motivations, history
2. Agree on goals
3. Be a map-maker; Get commitments
discuss motivations and opportunities,
define process
set time guidelines
create a contract

4. Coach

Pick time & space carefully

Build rapport & trust
Provide challenge
Use action based language; who, what, when
Build positive expectations
Encourage generously
Celebrate success
5. Review & Decide Next Steps

Coaching Process One Model

1. Prepare in advance
requirements,
opportunities,
motivations,
history
gather information
separately and together

Coaching Process One Model

2. Agree on goals
SMART: specific, measurable, achievable, relevant &
timely.
Conditions brought about by action.
Small & large outcomes.
Gaps to be filled.
Know what success will look like.

Coaching Process One Model

3. Be a map-maker
Plan the route in advance; determining the milestones;
To help steer towards the goals
To park tangents
Get commitments
Discuss motivations and opportunities,
Define process
Set timelines
Create a contract, if required

Coaching Process One Model

4. Coach
Pick your time and space.
Coach privately away from distractions and interruptions.
Build rapport
Get conversation going with small or soft talk
Build trust
Clarify roles
Promise an absence of vulnerability
Listen; ask questions, paraphrase, acknowledge

Coaching Process One Model

Provide challenge
Ask the coachee to reach.
Create levels of success, between perfection and failure, that
can be rewarded.
Use action based language.
Who is to act? What will they do?
Be precise.
Describe what others see.
With what frequency & duration?
At what intervals?

Coaching Process One Model

Build positive expectations.
Jointly determine barriers and how to overcome each.
Continually focus on potential positive results.
Cultivate
Offer ideas, know how, wisdom, experience, stories, direction
Motivate with encouragement

Coaching Process One Model

5. Review and Decide Next Steps
Measure progress toward goals at scheduled intervals
Adjust the plan/map as necessary
Celebrate
Dissolve the relationship when appropriate.
Mutually
With loose ends tied
With a method to re-start

8 Donts for Project Manager

(Coaching)

8 Donts of Coaching
Dont use taxi talk
Dont be ambiguous
Dont try for giant steps
Dont allow transference
Dont be a devils advocate

Dont do the work for the person being

coached
Dont stick to original goals when better
goals emerge
Dont focus only on performance, focus
on the person as well

Eight Donts of Coaching

Dont use taxi talk.

Taxi talk is aimless assessments, observations, judgments and
opinions.
Stick with action talk; e.g. who does what, by when.
Dont be ambiguous
Avoid vague, non-specific wording and phrases that are easily
misunderstood.

Eight Donts of Coaching

Dont try for giant steps.
Youll get there faster with a series of baby steps.
Each successful step will produce motivating energy
Dont allow transference.
Recognize the individuality of the person being coached. They are
not you.
Consider what actions they can take. Dont project your abilities on
them.

Eight Donts of Coaching

Dont be a devils advocate.
Look for and emphasize the positive.
Recognize failure as learning and create new action ideas
Dont do the work for the person being coached.
The coach imparts wisdom.
Together the coach and person being coached think, shape, invent,
decide . . .
The person being coached takes the action steps.

Features of Coaching Relationships

Specific
Opportunistic
Time sensitive
Supportive
Motivating

Objective
Apolitical
Performance oriented
Supports corporate
competencies
A leveraging strategy

Features of Coaching Relationships

Specific
Coaching can focus on what is needed most.
Opportunistic
Coaching can produce beneficial effects right now.
Time sensitive
Coaching can be delivered just in time. When it is needed, not too soon or
too late.
Motivating
Coaches motivate via stimulation, inspiration and persistence.

Features of Coaching Relationships

Supportive
Coaches help the person they are coaching use existing skills better.
Objective
Coaching ought to be an objective outside point of view.
The coachs experience helps them to see the opportunity with more
clarity.
A leveraging strategy
Coaching focuses on specifics i.e. just enough learning to help the
right people make precise changes.

Features of Coaching Relationships

Apolitical
Coaching can occur outside the normal office atmosphere.
Oriented to performance
Coaching focuses on finding or prescribing just the right actions the person
being coached can take to change conditions.
Supportive of corporate competencies
Coaching is a tactic to cultivate specified competencies.

The Habits, Qualities, Attributes and Traits of a

Good Project Manager
Evolutionary elder
Partner
Champion
Guide
Reality checker

Visionary
Director
Radar
Beacon

The Habits, Qualities, Attributes and Traits of a

Good Project Manager
Evolutionary elder
The coach has more experience and know how than the person being
coached.
Coach can be a sounding board for ideas.
Partner
Coach benefits when the person being coached achieves.
Champion
Coach leads the supporting cheers.

The Habits, Qualities, Attributes and Traits of a Good

Project Manager
Guide
Coach shows the person being coached the right steps to take, which
pitfalls to avoid.
Reality checker
Coach helps person being coached evaluate progress towards goals.
Visionary
Coach (and person being coached) envision what success would look
like.

The Habits, Qualities, Attributes and Traits of a

Good Project Manager
Director
Coach directs person being coached as to what actions to take. Uses
phrases like try this . . ..
Radar
Coach often can see & understand what the person being coached cannot.
Beacon
Coach can sometimes sound an early warning.

Topic 1B:
Identify Professional and Social Responsibilities

Social Responsibility
Social responsibility is the obligation of organizations management to
make decisions and take actions that will enhance the welfare and
interests of society as well as the organization.
Social responsibility is therefore quite important to the society, organization
and human
It can be said that social responsibility is not fixed and has to be related to
pressures at a particular point of time

 It is related to the ethical responsibility and differentiates

into different levels of social responsibilities, which is :
1) economic
2) legal
3) ethical and
4) discretionary responsibilities.

Responsibility can be divided into 4 groups of beneficiaries

Owners/shareholders
Employees
Customers/consumers
Community

Responsibility to owners:
Resources available are used for the benefit of the owners/shareholders
Stability of the enterprise
Ensure that the company grows, so that the shareholder gains from
increase in the market price of his shares

Responsibility to employees
Provide adequate monetary , psychological rewards as well as job security
Selection of employees should be made fairly
Providing educational opportunities & training
companys expense
Working conditions should be safe & pleasant

to the employee at

Responsibility to consumers:
To provide prompt courteous & dependable service
Provide adequate quality products at reasonable price

Responsibility to community

Should improve quality of life of the people in the community it is established

Closing Thought
It is not the
strongest
species that
will survive but
that which has
the greatest
capacity to
adapt.
Charles Darwin