Svein-Arne Jessen's Project Leadership - Step by Step, Part 2 PDF

Leadership

By Svein-Arne Jessen

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Additional info for Project Leadership - Step by Step, Part 2

Sample text

Even if the customer signals that the quality must not be lower than a certain minimum standard as a precondition, this can also give the project an exciting degree of freedom while at the same time giving the project participants the opportunity to do “better than expected,” which is a very good motivational signal. As an alternative, other corners can be made more flexible such as time, or we are given an upper, more spacious limit on how much money or other resources we will have the opportunity to use.

This implies three important tasks for project leader to concentrate on: 1. Examining key employees’ backgrounds to better obtain what facilitates good motivational measures for them in the current project. 2. Finding out what motivates employees when the project is running. 3. Finding out how goals and objectives must be communicated so that they have a positive effect on the employees with regard to the future. Still, motivation is not an easy matter. People are generally more irrational than rational.

3. The biggest problem in task execution is normally that the people who are allocated to the project are not available. This is because the personal obligations in SMPs are often far lower than for larger projects. Not only do key people fail to meet or deliver as planned and agreed, but the replacements sent are often young and inexperienced or not very up to date on the project. The reason for this is that key people are often allocated to many SMPs at the same time. Since they are talented, they are needed in many places as problem solvers, steering committee representatives and for professional meetings, or it could be that they are part-time participants in many other projects.

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Project Leadership - Step by Step, Part 2 by Svein-Arne Jessen


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