The fundamental principle of the situational leadership model is that there is no single “best” style of leadership. Project teams or project stakeholders belong to various experience levels and attitudes. Hence, there is no single style managers and leaders can adopt that will be effective across team members. These models helps to tailor one’s leadership style to cater to the needs of the individuals and teams.
One cannot have a one for all kind of leadership style for all team members in the team as they fall on to the various levels of Maslow’s hierarchy of needs. Based on their capability and maturity the leader has to change his leadership style. The basic principle of situational leadership is this. Based on the maturity level and the capability of the team members, the leader resorts to any one of the following styles of;
Situational Leadership emerged as one of a related group of two-factor theories of leadership.
These theories are based on two main variables of task and relationship.
Effective leadership is task-relevant, and the most successful leaders are those who adapt their leadership style. They adapt their leadership style to the performance readiness (ability and willingness) of the individual or group they are attempting to lead or influence.
The project management job opportunities as well as the scope of the project manager’s job description are on the rise. Project manager’s job description goes beyond the triple constraints of time, cost and scope. The new project manager’s job description covers the achievement of the business case of the project as well. This makes the new project manager’s role more strategic. In this changed scenario, Have you ever wondered why some really climb up the professional ladder where as many do not, despite having the same credentials and opportunities? When we studied the careers of very successful project professionals, we could identify the following 7 habits common across the achievers.
Good foundation – Most of them had good grades in their academics and they pursued their project career in the areas related to their field of study.
Application of Project Management – They had clarity on their academic and professional goals and they applied project management to achieve them.
Focus on long term rewards – Their focus is on long term rewards than on the short term benefits.
Continuous on the job learning – The first ten years of their career was dedicated to gaining hands on experience and learning new things.
StrategicCredential enhancement – They continuously improved their knowledge and authenticity through globally accepted qualifications.
Networking – They are good in networking with others in the profession.
Pro-activeness – They are pro-active in sensing opportunities ahead and pursued them before others.
What is the Opportunity awaiting Capable Project Professionals?
By 2027, employers will need 87.7 million individuals working in project management oriented roles. The talent gap could result in a potential loss of some US$207.9 billion in GDP through 2027 for the 11 countries analyzed (China, India, USA, Japan, Brazil, Germany, UK, Canada, Australia and the Middle East region). PMI (2017). Project Management Job Growth and Talent Gap 2017–2027. Even though the pandemic might have negatively impacted these projections, this is good time to get ready to leverage the opportunities ahead.
How to leverage these 7 habits to advance your profession?
If you want to understand how to systematically plan your project management career goals proactively, and to achieve them at the appropriate time, then read ahead;
What is PMg-CMM?. How will it help career progression?
The objective of the Project Manager’s Capability Maturity Model is to provide a professional ecosystem comprising of aspiring professionals, mentors, trainers, organizations and recruiters collaborating around a structured road map for meticulous planning and progression of project management as a profession.
The diagram below depicts the five levels of project management professional maturity.
Level#1 – Beginner
Because you are technically good, you are asked to manage teams
You are not aware of the basic project management tools and techniques and their application
You think project management is about just getting things done at any cost
Success is inconsistent and short lived
In the longer run, You and the team members fail to perform as a single unit due to internal conflicts
Though you have technology mentors, you do not have mentors to guide you on the management side to the right degree
Level#2 – Professionally qualified
You get certified in one of the popular project management certifications, hoping to improve your job prospects.
You are aware of the globally accepted project management best practices.
You would have realized how the application of these best practices would have helped you to prevent some of the challenges you faced before.
You start applying and leveraging some of the project management core practices
As and when challenges arise, you leverage the models, methods & artifacts recommended by global standards
You have good mentors who can guide you professionally
Level#3 – Professionally proven
You have proven yourself as a dependable project manager who can manage small to medium complexity projects
You are highly respected within the project organization
You are considered to manage prestigious projects
You become a role model for other budding project managers within the organization
You are good at nurturing your professional networks
You have good mentors and you start mentoring others
Level#4 Strategic Role
You are invited to strategic project portfolio meetings
In some cases your expert advise is sought to improve the project management capability of the organization (PMO)
You will be asked to manage programs or very large projects
You leverage your professional networks to great advantage
You have mentors and you yourself is a highly sought after mentor
Level#5 Leadership Role
You are considered as an expert authority in project management
You contribute to the project management community by way of research and knowledge sharing
Great deal of you time is spent in mentoring individuals, teams, organizations and communities
How quickly one traverse through these levels depends on their ambition, commitment, mentoring and the ability to pivot according to the market trends. Instead of growing vertically through the five maturity levels, one has the opportunity to grow horizontally as ‘T’ skilled professionals who have in-depth domain expertise in a particular trade supported by good project management capability as well.
In this conversation Dr. Stefanie shares about her work, experiences, insights her books and Psychology4Agility with Abrachan Pudussery, Director at the Project Management Research Institute and Wrench Academy
As a visionary leader and a Project Management specialist, He brings with him over 33 years of progressive experience in managing challenging mega projects in power and infrastructure sector. His complete ownership for ROI accountability and passion for developing people make him an asset for any organization. A Doctorate in Concrete Technology with MBA and PMP Certified professional, he possess sound ability to lead and ramp up projects and ensure their timely completion within defined budget and quality guidelines while institutionalizing budgetary controls. He holds the distinction of turning around projects in crisis and ensuing their successful completion and acceptance. Adept at managing all facets of engineering project management, including construction management, site survey & execution, design engineering, tendering & contract administration and people management. He is presently into corporate training and development in the areas of project management, leadership and team building, strategy development etc. Linkedin profile
Here is an exciting interview with Mr. Jaypal Chadrasenan, Associate Infrastructure Design at Department of Urban Planning and Municipalities, United Arab Emirates. In this interview with Abrachan Pudussery, Director of PMRI, he shares his exciting journey starting from his campus life to the present position and about the key success factors that governed his professional journey.
About Jaypal Chandrasenan
Experienced Associate Power Planner, Urban Planning, with a demonstrated history of working in the Power and Infrastructure Design and Construction Engineering Industry. Skilled in Renewable and Conventional Power Generation, Transmission and Distribution Networks, Metro, LRT, Tram Highways, Project Control, Engineering, and EPC. Strong consulting professional with a Engineering Masters Degree – Electrical Engineering degree from College Of Engineering Trivandrum , CET,Kerala- BSc ( Engg), Bits Pilani MTech , Graduateship in Industrial Engineering NIET Mumba,MIET( UK),CEng (IET UK )PMP, PQP.
Stewardship – Be a diligent, respectful, and caring steward
Team – Build a culture of accountability and respect
Stakeholders – Engage stakeholders to understand their interests and needs.
Value – Focus on value.
Holistic Thinking – Recognize and respond to systems’ interactions.
Leadership – Motivate, influence, coach, and learn.
Tailoring – Tailor the delivery approach based on context.
Quality – Build quality into processes and results.
Complexity – Address complexity using knowledge, experience, and learning.
Opportunities & Threats – Address opportunities and threats.
Adaptability & Resilience – Be adaptable and resilient.
Change Management – Enable change to achieve the envisioned future state.
8 Performance domains
Development approach and life cycle
The governing principles and the performance domains are supported by the Models, Methods and Artifacts. If you know PMBOK6, you have already covered all the Methods & Artifacts of PMBOK7. Hence, our primary focus is on the Models, followed by some of the methods and artifacts.
True to the spirit of Agile, we want to reduce the amount of unwanted work not done. Hence we are not repeating the topics again, instead we are providing you with the page numbers of PMBOK7, which will help you to get familiarized with the new terms of PMBOK7.
Here are the list of topics with page numbers of PMBOK7, for your quick reference.
Now open PMBOK7, and skim through these topics, instead of reading the entire PMBOK7.