Information Technology Project Management - Leadership and Partnerships

This content delves into the nuances of leadership versus management, discussing the differences in focus, outcomes, and approaches. It also explores the essential partnership between project managers and their teams, emphasizing mutual accountability, honesty, and clear communication.

• Information Technology
• Leadership
• Management
• Partnerships
• Project Manager

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1. WEEK 4 INFORMATION TECHNOLOGY PROJECT MANAGEMENT Magister Sistem Informasi Magister Sistem Informasi Universitas Komputer Indonesia Universitas Komputer Indonesia

2. MATERI KULIAH 2

3. LEADERSHIP & PROJECT MANAGEMENT SOURCE: PINTO, J.K. 2010, 2ND. ED.; SCWALBE, K. 2007, 5TH. ED. ; Q.Q. INTERNATIONAL 2008 ,

4. WHO IS THE REAL LEADER?

5. LEADERS VS. MANAGER Leadership is the ability to inspire confidence and support among the people who are needed to achive organizational goals. Leadership is doing the right thing and management is doing the thing right.

6. DIFFERENCES BETWEEN MANAGERS & LEADERS Concern Concern Managers Managers Leaders Leaders Focus on plans and budgets; create steps, timetables for achieving result, look for resources to support goals Establish direction, create a vision and the strategies needed to achive it Creation of Purpose Organize and staff; create structure for achieving the plans; delegate responsibility and authority; develop procedures to guide behaviour; create monitoring systems Align people with the target; communicate direction by word and deed to those whose cooperation is needed; create teams that understand and share the project s vision Developing a Network for Achieving Agenda Control and solve problems; monitor results and apply corrective action Motivate and inspire; energize people to overcome obstacles and show personal initiative Execution Produce a degree of predictability and order; seek to maintain status quo Produce change; challenge the status quo Outcomes Efficiency of operations Short- term, avoiding risks, maintaining, Effectiveness of outcomes Long- term, taking risks, innovating, Focus Timeframe

7. PARTNERSHIP BETWEEN PROJECT MANAGER & THE TEAM Exchange of Purpose A right to say no Joint accountability Absolute honesty

8. ROLES OF PROJECT MANAGER Acquiring Project Resources Motivating and Building Teams Having a Vision and Fighting Fires Communicating

9. TEN MOST IMPORTANT SKILLS & COMPETENCIES FOR PROJECT MANAGER 1. People skills 2. Leadership 3. Listening 4. Integrity, ethical behavior, consistent 5. Strong at building trust 6. Verbal communication 7. Strong at building teams 8. Conflict resolution, conflict management 9. Critical thinking, problem solving 10. Understands, balances priorities (Schwalbe, K., 2007)

10. CHARACTERISTICS OF AN EFFECTIVE PROJECT MANAGER CHARACTERISTICS OF AN EFFECTIVE PROJECT MANAGER Leads by example Visionary Technical competent Decisive A good communicator A good motivator Stands up to top management when necessary Support team members Encourages new ideas 1. 2. 3. 4. 5. 6. 7. 8. 9. (Pinto, K., 2010)

11. LEADERSHIP AND EMOTIONAL INTELLIGENCE Five Elements that cracterized Emotional Intelligence: 1. Self-awareness 2. Self-regulation 3. Motivation 4. Empathy 5. Social Skill

12. EMOTIONAL INTELLIGENCE MEASURUMENT DISCovery Methods, Q.Q. International, 2008. Carter, P., 2010, Soft Competencies, PPM, Jakarta. Florence Littaeuer, Personality Plus, 1996. Others relevant tools.

13. DEVELOPMENT OF DISC HIPOCRATES, 400 BC 1. Sanguinis 2. Plegmatis 3. Melancholis 4. Cholerics (Refer to Personality Plus, Florence Littaeuer)

14. PERSONALITY STYLE William Moulton Marston, 1928 William Moulton Marston, 1928 DISC is personality style assesment DISC is personality style assesment tool that measure work behaviour by tool that measure work behaviour by using 4 factors to determine one s using 4 factors to determine one s personality style. personality style.

15. DISC DISC is a psychometric tests determine the DISC is a psychometric tests determine the individual styles of personality, their strengths, individual styles of personality, their strengths, weakness, what motivates them, and, how they weakness, what motivates them, and, how they behave at work. behave at work. The accuracy as high as 83% to 95% and The accuracy as high as 83% to 95% and validity 89% with standard deviation 0.065 validity 89% with standard deviation 0.065 Introduced by William Moulton Marston, 1928 Introduced by William Moulton Marston, 1928

16. DISC DISC

17. DISC

18. NO NO Name Name Domin Domin ant ant S C C S S C C D C S Pattern Pattern Group Group Proffesion Proffesion Character Character 1 2 3 4 5 6 7 8 9 10 Gerlan Manu Acep Hadiana Muh. Aprisa Iskandar Ikbal Altin Mentang Taufiq N. Nizar Syahrul Mauludin Asmui Asep Nugraha Kun Siwi Tri Lestari Dafie Buthlan Adityawarman Arief Rizki Addy Wibowo Farid SC CS CD SI SD CS CS DI CS SC Peacemaker Perfectionist Designer Councelling Specialist Perfectionist Perfectionist Enterpreneural Perfectionist Peacemaker Lecture, business U Lecture IT Indosat U lecture U lecture GIS Mgr PNS lecture 11 12 13 14 15 C I I ? D S CS IC IS? D SC Software Eng Perfectionist Programmer Technical suprt

19. DOMINANT BEHAVIOUR STYLE Focus Keyword (Hi) (Low) : Indecisive, Non-demanding Communicating style: Tell Managerial Style: Autocratic Motivators : Tangible goals Fears : Failure, Being taken advantage of Question : What are we doing? Power : Force of character : Power : Decisive, Driving, Competitive, Forcefull, Direct, Self starter, Assertive.

20. INFLUENCERS BEHAVIOUR STYLE Focus Keyword (Hi) communicative, positive. (Lo) : Serious, Probing, Suspecious. Communicating style: sell Managerial style : Democratic Motivator : Social recognition, popularization Fears : Rejection Question : who else is doing this? Power : Personality : self : Influential, verbal, friendly, persuasive,

21. STABLE BEHAVIOUR STYLE Focus Keyword (Hi) : Social : Stable, dependable, amiable, good listener, deliberate, persistent. : Alert, Active, Eager, Demonstrative, Restless. (Low) Communicating style: Listen Managerial style : Procedural Motivators Fears Question Power : Job Contract & Group inclusion : Insecurity : How are we doing this? : Experience

22. COMPLIANCES BEHAVIOUR STYLE Focus Keyword (Hi) : Policy : Carefull, Complient, Precise, Logical, Perfectionist, Systematic, Accurate. : Persistent, Stubborn, Independent, Strong Wild. (Low) Communicating style: Write Managerial style : Rigid Motivators Fears Question Power : Job specs and Rules : Critics : Why are we doing this? : Know-how

23. TERIMA KASIH