The Role of Leadership in Project Management - Case Study Example

The Role of Leadership in Project Management Table of Contents Introduction 4 2.Stages of Project Management 5 2 Stage I: Project Initiation 8 2.2.Stage II: Project Planning 9 2.3.Stage III: Project Execution 10 2.4.Stage IV: Project Monitoring and Controlling 11 2.5.Stage V: Project Closure 11 3.Concluding Remarks 12 References 13 Bibliography 14 List of Figures Figure 1: Small Project Organisation 5 Figure 2: Medium-Sized Project Organisation 6 Figure 3: Large Project Organisation 7 Figure 4: Overview of Project Management 8 Figure 5: Evolution of Project Management 9 1. Introduction Projects are undertakings that have a beginning as well an end. They are executed to meet recognised objectives within the predefined parameters of cost, timeframe and quality. The purpose of project management is to assimilate and optimise all the resources that are necessary for the successful accomplishment of a project. These resources generally consist of the knowledge, skills and abilities (KSAs) of the project team(s); in addition, various infrastructural components such as equipments, tools and techniques, facilities, relevant information, supporting systems and funds are also required. This particular management concept was developed as a distinct discipline during 1960s for managing the USA run space programme. Owing to its efficiency, its practice soon expanded into a wide array of sectors. In the context of the fundamental premise of this research it is necessary to mention that unlike conventional management practices, the concept of project management necessitates managers to “focus on an undertaking with a finite life span” (Haynes, 2002, p.3), and hence, it has been observed that the requirement of resources is also frequent as well as temporary. Having said this, it is also important to define project management in order to illustrate its versatility. Having defined this concept as “...application of knowledge, skills, tools and techniques to achieve requirements”, the Project Management Body of Knowledge (PMBOK®) has asserted that “project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing” (Lewis, 2007, p.4). In the light of this introductory discussion, the current report will aim at identifying as well as evaluating the role of leadership in different levels of project management. During the course of research an extensive literature review will be undertaken in order to augment the premise with authentic as well as relevant information. 2. Stages of Project Management As has already been mentioned under the previous heading, project management consists of five main stages which are (1) initiation, (2) planning, (3) execution, (4) monitoring and controlling, and (5) closure. In this section, attempts will be made to identify and evaluate the role(s) that leadership plays in each of these stages. The following subsections will lay emphasis on the crucial position that a project manager holds in order to ensure the successful accomplishment of a project. On a generalised note, it may be mentioned that project managers belong to three distinct categories. Those that belong to stage 1 manage single projects undertaken by single organisations. Project managers belonging to stage 2, known as project/programme directors have the responsibility of combining multiple projects that are carried out by individual companies. As a result, numerous project managers report to them. Finally, project managers categorised in stage 3 are those “who integrate the work of project managers and other managers spread over a project organisation containing several or even many different companies” (Harrison & Lock, 2004, p.8). Figure 1: Small Project Organisation (Source: Harrison & Lock, 2004, p.71) The figure appended above illustrates a typical small-sized project organisation. It may be observed that the number of departments is remarkably small in such organisations. Hence, it goes without saying that a single project manager is sufficient for supervising the project in its entirety. Referring to the discussion pertaining to the categorisation of project managers, it may be mentioned that a stage 1 manager is required in project organisations of this type. Owing to the fact that members of such project groups may also belong to other functional groups, these organisations might centre their operations on a matrix structure. When observed closely, it will be revealed that these nascent project groups being organic in nature “the potential for teamwork and individual motivation is high with a low risk of conflict” (Harrison & Lock, 2004, p.72). Moreover, high levels of interpersonal relationships exist among the team members because of a smaller team size, thereby ensuring efficient integration. By virtue of all these characteristics possessed by small project groups, it has been argued that “such an organic group emphasises informality, flexibility and adaptation between individuals, and is recognised as being appropriate to the management of change” (Harrison & Lock, 2004, p.72). Figure 2: Medium-Sized Project Organisation (Source: Harrison & Lock, 2004, p.71) In medium-sized project organisations (as has been illustrated in Figure 2), individuals that execute different functions are substituted with functional groups. This is necessary because of the comparative larger size of the projects. The above figure shows that each functional group is supervised by its own group manager thereby pointing at the fact that “the medium-sized project organisation is already developing functionalisation within the internal project organisation” (Harrison & Lock, 2004, p.72) along a hierarchical pyramid that is functionally organised. Regardless of internal functionalisation, it has been observed that these organisations escape numerous problems that are inherent to functionally organised projects because “the integrating manager (the project manager) is fairly close to the action and the organisation is small enough to allow mutual adjustment and effective horizontal groups” (Harrison & Lock, 2004, p.72). Figure 3: Large Project Organisation (Source: Harrison & Lock, 2004, p.73) When the focus is shifted to project organisations that are large in terms of team size as well as project volume, enhanced levels of structural complexities can be observed. Functional departments take the places of functional groups, and as has been exhibited in the above figure, each of these departments control the activities of various groups designated under them. Owing to the fact that the project’s internal organisation is completely functional in itself, managers in charge of such projects get “very far away from the ‘coal face’ or day-to-day activity with all that implies for the growth of conflict” (Harrison & Lock, 2004, p.72). It is very much likely that project managers need to possess higher levels of leadership qualities as the size of the project organisation gradually increases from small to large through medium. Moreover, they should also develop holistic abilities to handle the crucial responsibility of grievance and/or conflict management so as to make certain that projects entrusted on them are successfully accomplished. 2.1. Stage I: Project Initiation Leadership, as has been argued by Vance Packard (1962), “is the art of getting others to want to do something that you believe should be done” (Lewis, 2007, p.5). By extending this opinion, it may be said that project managers play the role of enablers who inspire the members of project teams to identify with the project goals and subsequently help in planning it. On a more precise note, it may also be said that while initiating a particular project, the concerned project manager sets a well defined, time bound goal, and gets the action plan developed by the individuals who will actually be working towards the accomplishment of that goal. Figure 4: Overview of Project Management (Source: Kerzner, 2009, p.6) However, the responsibilities of a project manager are not limited to project initiation. As has been illustrated in the figure appended above, he has to maintain stable relations with customers and at the same time, balance various resources with three major constraints, viz. (1) time, (2) cost, and (3) performance and/or technology. Thats why it sounds pretty logical that project managers, like leaders, play the role of a facilitator who are responsible for ensuring that “the project’s mission statement can help team members make sure their efforts will contribute to the ultimate aims of the project” (Cobb, 2006, p.16). 2.2. Stage II: Project Planning Planning is one of the most critical stages of project management. When a project moves into this phase of its life cycle, it is imperative that project managers should unfailingly exhibit immaculate traits of leadership. Figure 5: Evolution of Project Management (Source: Kloppenborg, Shriberg & Venkatraman, 2003, p.1) The above figure illustrates how project leadership has evolved from conventional management. It may be observed that project leadership is a blend of various facets of leadership and project management – both derivatives of traditional management concepts. When a project moves into the planning stage, the responsibilities of a project manager as a leader consist of the following: 1) Understanding and responding to the specific requirements of the customer(s); 2) Overseeing the development of detailed plan(s) that covers all the specifications of the project; 3) Integrating project plans and deciding upon the allocation of resources; 4) Selecting rest of project members; 5) Developing a comprehensive plan to enhance communications within the project team; 6) Motivating all the team members; and 7) Securing approval from key stakeholder(s) (Kloppenborg, Shriberg & Venkatraman, 2003, p.49). In brief, the project manager should exhibit high levels of leadership abilities during this crucial phase of project management and at the same time ensure flawless coordination among the team members. 2.3. Stage III: Project Execution This is the stage wherein the project plan is actually put to action. All through this stage the project manager has to shoulder the following responsibilities: 1) Authorising work that will be subsequently carried out by the team members; 2) Monitoring progress as well as controlling changes that are most likely to take place in a highly dynamic work environment; 3) Coordinating the multitude of different activities that take place across various functional groups within the project team; 4) Supervise the performance of team members at a regular frequency; 5) Leading teams; 6) Maintaining the morale of team members; and 7) Securing customer’s acceptance (Kloppenborg, Shriberg & Venkatraman, 2003, p.49). 2.4. Stage IV: Project Monitoring and Controlling This is the fourth stage in a project’s life cycle. However, this stage is often regarded as a part of the project execution phase because of the fact that monitoring as well as controlling are functions that should go hand in hand with the execution of an undertaking to ensure that the performance and quality gaps are bridged as soon as they are identified. It goes without saying that the leadership qualities of a project manager come to the forefront during this stage. With reference to the previous subsections, it may be conceived that in this stage a project leader should lay emphasis on coordinating activities, monitoring progress, and supervising team performance. Furthermore, he should also try and maintain good relationship with customers. 2.5. Stage V: Project Closure In this stage, the typical responsibilities of a project leader are the following: 1) Auditing the project to identify and evaluate the extent to which it has been successful (or otherwise); 2) Terminating the project on the basis of the audit report; 3) Capturing as well as sharing the lessons learnt during the course of the project. This is immensely important because it will serve as a ‘case study’ for future projects; 4) Reassigning team members on other projects; 5) Recognising as well as rewarding the team members; 6) Celebrating the completion of the project; and 7) Overseeing the administrative closure of the project (Kloppenborg, Shriberg & Venkatraman, 2003, p.49). 3. Concluding Remarks During the course of this research it has been observed that leadership is one of the most important managerial traits that have relevance in conventional management systems as well as in the niche domain of project management. It has been observed that a project manager should exhibit his leadership qualities in each and every step of project management – from initiation of the project to its closure. Literature review has revealed that in spite of his position at the top of a project team, the project manager doesn’t impose his ideas on the team members; rather he gets the plan of action developed by the latter to ensure that they complete the project within the stipulated timeframe in a way they feel is the best. It is a fact worth mentioning that a project leader plays the roles of an enabler, a facilitator and a coordinator, whose main task is to efficiently supervise the entire project life cycle. References Cobb, T. A. 2006. Leading Project Teams: An Introduction to the Basics of Project Management and Project Team Leadership. SAGE Publications, Inc. Harrison, L. F. & Lock, D. 2004. Advanced Project Management: A Structured Approach. 4th ed. Gower Publishing, Ltd. Haynes, E. M. 2002. Project Management: Practical Tools for Success. 3rd ed. Cengage Learning. Kerzner, H. 2009. Project Management: A Systems Approach to Planning, Scheduling, and Controlling. 10th ed. John Wiley and Sons. Kloppenborg, J. T., Shriberg, J. & Venkatraman, J. 2003. Project Leadership. Management Concepts. Lewis, P. J. 2007. Fundamentals of Project Management. 3rd ed. AMACOM. Bibliography DeCarlo, D. 2004. Extreme Project Management: Using Leadership, Principles, and Tools to Deliver Value in the Face of Volatility. John Wiley and Sons. Grisham, W. T. 2009. International Project Management: Leadership in Complex Environments. John Wiley and Sons. McManus, J. 2006. Leadership: Project and Human Capital Management. Butterworth-Heinemann. Shenhar, A. & Dvir, D. 2007. Reinventing Project Management: The Diamond Approach to Successful Growth and Innovation. Harvard Business Press. Read More