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Project Manager : Project Manager Aug Sept 2013
20 Project Manager •COVER STORY AIPM ADVANCED PROFESSIONAL PRACTICE WORKSHOPS AIPM's Advanced Professional Practice Workshops (APPW) can help build skills and leadership capabilities in project professionals. The Leadership Workshop will explore the Changing Face of Project Leadership. The APPW Program also features topics such as Procurement, Risk Management and Governance, in sessions including 'Take the cover off project contracting and procurement', 'Knowing and understanding risk' and 'Implementing effective governance arrangements'. To find out more about the workshops or to register for an upcoming session, contact the AIPM National Office. W: www.aipm.com.au E: firstname.lastname@example.org T: 02 8288 8700 STAKEHOLDERS WHO FEEL STEAM-ROLLED START UNDERGROUND RESISTANCE MOVEMENTS. HOW COULD THAT POSSIBLY HELP PROJECT OUTCOMES? "One of the most valuable steps for leaders is to undertake some leadership coaching," says Hatcher. "In the coaching models, PMs as leaders have the chance to test their ideas, heighten self-awareness, plan future development and problem solve." " There are many courses that potential leaders can undertake to increase their skills a nd knowledge about leadership," says Wood. "Many are affordable, and can be done in as little as 30 minutes per week." Who's the boss? While great leadership is undoubtedly critical for project success, inside multi-faceted projects or organisations there can be too many cooks in the kitchen. "Every member of a team can demonstrate leadership behaviour, but to maintain cohesion and avoid power str uggles there can be only one ultimate leader," says Sharpe. "I encourage accountable behaviour from my team members and want them to identify unpleasant realities we must address. is helps me, as the leader, to build ow nership of the outcome with the team, and for them not to be afraid to call out issues or better ways of getting there. is builds tr ust across the team and develops everyone's leadership capabilities in context." It is the context that is vital here. While team members are pushed towards developing and displaying various traits of a good leader, they must all do so within the context of their experience, the task at hand and the team's dynamics. is develops leadership capabilities at di erent levels of an organisation or project team, which in tur n further builds accountability across the team. "There are benefits associated with having strong leaders at various levels within the project team, because people will stay responsible and productive in the absence of the senior project manager," says Wood. "So long as expectations, roles and responsibilities are clear, there are no drawbacks to building leadership within a team at different levels." It is then the PM's responsibility to ensure that team members who have leadership capabilities or are encouraged to display leadership behaviours are working towards a shared goal. "Informal leaders are often the most powerful ones within the broader team," says Baker. "It's very important to understand the elements of formal and informal leadership within the team, to ensure that they are all connected to the same goal and appropriately driving towards it." Leading the future While individuals can take matters into their ow n hands to expand their leadership credentials, the project management industry needs to work harder to create better leaders. "Given the direct cor relation between leadership and high-performing workplaces, the industry needs to incorporate a leadership development strategy into its body of knowledge and development programs," says Wood. AIPM is looking at ways it can better focus on the importance of leadership. "It's clear that project delivery requires effective leadership as one of the greatest mitigations against project failure," Sharpe says. "AIPM has been exploring how it can meaningfully bring leadership competencies into the fold for senior credentials.” • ••
Project Manager June July 2013
Project Manager Oct Nov 2013