Difference between revisions of "Project leader"

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[[Category:Project management]]
 
[[Category:Project management]]
'''[[Project]] leader''' is a person who is heading of projects, they are often in high-profile position<REF> Coleman, D. MacNicol (2016)</REF>. "The project leader has a multitude of responsibilities to the project team, the sponsor and key stakehoulders, to their [[organization]] and the [[client]]. Project leaders usually manage specialists in areas other than their own, who have to be brought together to produce effective results. As a integrator ensures all the activities of the project are pulled together and that any links missing or broken are identified." (Coleman S., MacNicol D. 2016)
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'''[[Project]] leader''' has a multitude of responsibilities to the project team, the sponsor and key stakehoulders, to their [[organization]] and the [[client]]. Project leaders usually manage specialists in areas other than their own, who have to be brought together to produce effective results. As a integrator ensures all the activities of the project are pulled together and that any links missing or broken are identified." (Coleman S., MacNicol D. 2016)
  
 
According K. Pandya "the project leader is the architect of the project success. Project leadership competencies largely influence the project success. Research has shown that the project leader is one of the most important success factors of the projects" (Pandya K. 2014, s. 3)
 
According K. Pandya "the project leader is the architect of the project success. Project leadership competencies largely influence the project success. Research has shown that the project leader is one of the most important success factors of the projects" (Pandya K. 2014, s. 3)
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"In modern times, project leaders are not only responsible for managing the day-to-day technical, engineering and [[standard]] works or achieving short-term goals of the project such as conforming to the basic triangle of time, budget and acceptable [[quality]], but also have for aligning with the rapid change in the business [[environment]], so as to achieve long-term project objectives and Return on Investment (ROI). They also [[need]] to manage change, scarcity of competent resources, deal with various behavioral issues with internal and external [[stakeholders]] and build high relationship."(Pandya K. 2014, s. 3)
 
"In modern times, project leaders are not only responsible for managing the day-to-day technical, engineering and [[standard]] works or achieving short-term goals of the project such as conforming to the basic triangle of time, budget and acceptable [[quality]], but also have for aligning with the rapid change in the business [[environment]], so as to achieve long-term project objectives and Return on Investment (ROI). They also [[need]] to manage change, scarcity of competent resources, deal with various behavioral issues with internal and external [[stakeholders]] and build high relationship."(Pandya K. 2014, s. 3)
  
==The leader centre of attention==
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==Areas of concentration ==
The project leader looking to move into a project leadership <REF> Coleman, D. MacNicol (2016)</REF>.
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"Every project leader should have a degree of leadership ability." (Coleman, D. MacNicol 2016)
Leadership focuses on <REF>K. Verma, and R. Wideman (1994), s.3 </REF>:
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Leadership focuses on <REF>K. Verma, and R. Wideman (1994), s.3 </REF>:
 
* Vision
 
* Vision
 
* Selling what and way
 
* Selling what and way

Revision as of 22:46, 12 October 2019

Project leader has a multitude of responsibilities to the project team, the sponsor and key stakehoulders, to their organization and the client. Project leaders usually manage specialists in areas other than their own, who have to be brought together to produce effective results. As a integrator ensures all the activities of the project are pulled together and that any links missing or broken are identified." (Coleman S., MacNicol D. 2016)

According K. Pandya "the project leader is the architect of the project success. Project leadership competencies largely influence the project success. Research has shown that the project leader is one of the most important success factors of the projects" (Pandya K. 2014, s. 3)

The Roles of the Project Leader

It is possible to identify the four key roles employed by successful project leader [1]:

  1. Evolving Planning
  2. Responsive Agility
  3. Proactive Resilience
  4. Collaborative Teamwork

"The first three roles-planning, agility, and resilience-focus on coping with changes, with each role ralating to a diffrent kind of change. These three roles, which complement each other, can be implemanted effectively only when they are supported by the fourth role, collaboration."(A. Laufer, T. Little, J. Russell, B. Mass, 2018, s. 6-7)

"In modern times, project leaders are not only responsible for managing the day-to-day technical, engineering and standard works or achieving short-term goals of the project such as conforming to the basic triangle of time, budget and acceptable quality, but also have for aligning with the rapid change in the business environment, so as to achieve long-term project objectives and Return on Investment (ROI). They also need to manage change, scarcity of competent resources, deal with various behavioral issues with internal and external stakeholders and build high relationship."(Pandya K. 2014, s. 3)

Areas of concentration

"Every project leader should have a degree of leadership ability." (Coleman, D. MacNicol 2016)

Leadership focuses on [2]:
  • Vision
  • Selling what and way
  • Longer range
  • People
  • Democracy
  • Developing
  • Challenging
  • Innovating
  • Inspiring trust
  • Policy
  • Flexibility

Competencies of a successful project leader

There is not one single concept the field of project management research agrees upon.There are a wealth of competences found to be of importance for project leaders that group around the three main areas of emotional, managerial and intellectual competences[3].


Footnotes

  1. A. Laufer, T. Little, J. Russell, B. Mass, 2018, s. 6
  2. K. Verma, and R. Wideman (1994), s.3
  3. Meyer A. (2014), s.30

References

Author: Katarzyna Kraj