on 1 3 out of 3 points Please list the qualities of an effective project manager. Then identify which one is helps to cultivate loyalties to both the team and the parent company and explain why this quality is so important for a project manager. Your answer should look like this: - The qualities of an effective project manager are: - Xx - Xx - Xx - Xx - Xx - Xx - The following quality helps to cultivate loyalties to both the team and the parent company... - This quality is important for project managers because... Project management is, at first glance, a misleading discipline in that there is an inherent logic to the process. There is a natural progression from formulating a project scope statement to creating a WBS, developing a network, adding resources, finalizing a plan, and reaching milestones. However, when it comes to actually implementing and completing projects, this logie can quickly disappear. Project managers often encounter a much messier world, filled with inconsistencies and paradoxes. Effective project managers have to be able to deal with the contradictory nature of their work. Some of those contradictions are listed here: - Innovate and maintain stability. Project managers have to put out fires, restore order, and get the project back on track. At the same time they need to be innovative and develop new, better ways of doing things. Innovations upset routines and may spark new disturbances that have to be dealt with. - See the big picture while getting their hands dirty. Project managers have to see the big picture and how their project fits within the larger strategy of their firm. There are also times when they must get deeply involved in project work and technology. If they don't worry about the details, who will? - Encourage individuals but stress the team. Project managers have to motivate, cajole, and entice individual performers while maintaining teamwork. They have to be careful that they are considered fair and consistent in their treatment of team members while treating each member as a special individual. - Be hands-off/hands-on. Project managers have to intervene, resolve stalemates, solve technical problems, and insist on different approaches. At the same time they have to recognize when it is appropriate to sit on the sidelines and let other people figure out what to do. Tarmth is retected nomverbally in tems of smiling, appropriate eye contact, and gestures as well as verbally in questions asked and empathetic listening. It inust be geauine, rooted in the character of the perton. - Be flexible but firm. Project managers have to be the line at times and tough occur on the project. At be th - Manage team versus organizati enen everyone else unified project team whose members loyalties. Pro mance, But at the same time they have stimulate one a team's resistance to outside ideas. They to counter the and the parent organization. Managing these and other contradictions requires finesse the skillful movement back and forth between opposing 1989). For example, most of the time project managers by increment, and seek consensus. There are other tiis act as autocrats and take decisive, There are other times danger of extremes and that too much ateral action. Balan For example, many managers have a tendency to thing ir difficult assignments to their best team members. This ha among those chosen ("why am I always the one who gets th There is no one management to delop their talents further The world of project management is too complicated for fo managers have a knack for adapting styles to specific circum addressed this question and hor in an effective project ated with being an effective mave generated list after list of \& Miiller, 2005). When reviewing these lists, one sometime to be a successful project manager requires someone with not everyone has the right stuff to be an effective project man traits and skills that can be developed to successfully perforr are ejght of these traits. 1. Effective communication skills. Communication is criti Project managers need to speak the language of different sta Systems thinking. Project man