# Presentation: 194830

## Program/Project ManagementGovernment Specific Course II 

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- Program/Project ManagementGovernment Specific Course II

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- Module 1 – Leadership/Professional Skills

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- Topic 1- Foundation for Effective Mid/Journeyman Level Program/Project Manager and Objectives

## Learning Objectives

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-     Define the leadership/professional skills required of the Mid/Journeyman Level Program/Project Manager.
*“**The rung of a ladder was never meant to rest upon, but only to hold a man's foot long enough to enable him to put the other somewhat higher.”*
*-Thomas Huxley*

## Question

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- What skill do you feel is most important for good leadership, and why?

## Skills of Leadership

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- The soft skills of leadership become more important and the hard skills less so as a project manager matures and moves up through program management.

## Roles and Responsibilities 

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- Roles and Responsibilities

- The Roles and Responsibilities of the project manager are as follows:

- Act as central point of contact for all project activities
- Develop realistic work estimates, financial budgets and timelines
- Manages development and maintenance of Business Case
- Create and maintain project plans

## Roles and Responsibilities (cont.)

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- Measure progress toward goals and revise project plans and work tasks accordingly
- Manage the day-to-day activities of the project
- Manage scope, time, cost and quality
- Define requirements and plan deliverables and tasks required to meet requirements

## Roles and Responsibilities (cont.) 

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- Roles and Responsibilities (cont.)

- Make timely decisions to assure efficient project progress
- Review project deliverables and secure appropriate signoffs
- Access resources as required and manage resource issues in a timely fashion
- Manage issue resolution and execute change request process and escalation as appropriate

## Roles and Responsibilities (cont.)

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- Facilitate team lead discussion and status reporting
- Provide weekly and monthly status reports to project team, sponsors and steering committee
- Facilitate communication and discussions with advisors and extended team, if applicable
- Provide direction to project team leads and members and empower them to fulfill their responsibilities

## Roles and Responsibilities (cont.)

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- Work with third party vendors to define timeline and deliverables and manage them to meet the deadlines and develop quality deliverables
- Assure integration and communication across project team and third party vendors
- Take initiative to proactively identify and mitigate project risks

## Module Objectives

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- At the end of this module, you will be able to:

- Explain how partnering can be used to build effective teams and strategic alliances.
- Discuss the elements of building an effective integrated product team.

## Module Objectives (cont.)

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- Identify strategies that are used in conflict management.
- Discuss how political savvy empowers a program/project manager.

## Module Objectives (cont.)

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- Describe how strategic thinking is used to build effective strategies and awareness.
- Explain the importance of making well-informed decisions and the impact of these decisions on the program/project team.

## Module Objectives (cont.)

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- State why creativity and innovation are critical components to a productive program/project team.
- Describe the importance of external awareness in program/project management.

## Module Objectives (cont.)

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- Explain how the program/project manager develops the abilities of others to perform and contribute to the team.
- Present reasons that emphasize the importance of entrepreneurship for a program/project team.

## Module Objectives (cont.)

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- State the importance of leveraging diversity and the role diversity can play in strengthening the program/project team.
- List the techniques used to build consensus through influence and negotiation.

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- Topic 2- Review of Leadership/Professional Skills

## Problem Solving

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- Problem Solving is the ability to:
- Identify and analyze problems.
- Distinguish between relevant and irrelevant information to make logical decisions.
- Provide solutions to individual and organizational problems.

## Interpersonal Skills 

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- Interpersonal Skills

- Interpersonal Skills include:
- Consider and respond appropriately to the needs, feelings, and capabilities of different people in different situations.
- Be tactful, compassionate and sensitive.
- Treat others with respect.

## Resilience 

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- Resilience

- Resilience means:
- Dealing effectively with pressure
- Recovering quickly from setbacks.
- Maintaining focus and intensity and remaining optimistic and persistent, even under adversity.

## Flexibility 

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- Flexibility

- Flexibility means:
- Being open to change and new information.
- Adapting behavior and work methods in response to new information, changing conditions, or unexpected obstacles.
- Adjusting rapidly to new situations warranting attention and resolution.

## Accountability 

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- Accountability

- Accountability means that you:
- Hold yourself and others accountable for rules and responsibilities.
- Can be relied upon to ensure that projects within areas of specific responsibility are completed in a timely manner and within budget.
- Monitors and evaluates plans and focuses on results.

## Written Communication 

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- Written Communication

- Written Communication skills entail:
- Expressing facts and ideas in writing in a succinct and organized manner.

## Customer Service 

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- Customer Service

- Customer Service means:
- Readily readjusting priorities to respond to pressing and changing client demands.
- Anticipating and meeting the needs of clients.

## Oral Communication 

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- Oral Communication

- Oral Communication skills mean you:
- Make clear and convincing oral presentations to individuals or groups.
- Listen effectively and clarify information as needed.
- Facilitate an open exchange of ideas and foster an atmosphere of open communication.

## Question

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- What questions do you have regarding these leadership/professional skills?

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- Topic 3- Partnering

## Partnering Definition

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- Partnering is the ability to:

- Develop effective teams and build strategic alliances.
- Engage in cross-functional activities.
- Collaborate across boundaries.
- Utilize contacts to build and strengthen internal support bases.

## Partnering

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**Importance:  **The limited positional power and limited resources that are normally associated with your job drives project managers to look for other approaches to getting the resources to get the work done.

*“**Leaders are more powerful role models when they learn than when they teach.” – * Rosabeth Moss Kantor

## Leadership Skill Strategies

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- Here are some strategies for developing this leadership skill:

- Help your employees understand and resolve the “us versus them” mindset that occurs between groups.

## Leadership Skill Strategies (cont.)

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- Look for opportunities to partner on initiatives with other departments
- Identify projects whose objectives are similar to yours.
- Suggest a joint meeting to discuss mutual goals and ways to share information
- Identify ways to improve coordination and help others to be successful.

## Leadership Skill Strategies (cont.)

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- Obtain ideas from others.
- Network with peers within the agency as well as other agencies who have effectively developed and implemented innovative ideas or change.
- Ask them to talk with you about how they came up with their ideas.  Determine if any of their strategies transferable to your own projects.

## Leadership Skill Strategies (cont.)

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- Communicate continuously, not only at scheduled events.
- Have one-on-one conversations with employees at all levels.
- Ask yourself whether your message has been heard only by those closest to you.
- Develop cross-agency relationships and resources.
- “Lend” the skills and technical knowledge of your employees and “borrow” employees with complementary skills and knowledge from other projects.

## Leadership Skill Strategies (cont.)

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- Build internal and external relationships at all levels.
- A strong relationship at senior levels must be complemented with parallel relationships at all levels to guarantee long-term success.

## Question

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- What are the disadvantages of an “us versus them” mindset, especially as a program/project manager?

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- Topic 4 - Team Building/Integrated Product Team (IPT)

## Team Building/Integrated Product Team

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- The successful program/project manager:

- Inspires, motivates, and guides others toward goal accomplishments.
- Consistently develops and sustains cooperative working relationships.
- Fosters commitment, team spirit, pride, trust.
- Develops leadership in others through coaching, mentoring, rewarding and guiding employees.

## Team Building/IPT (cont.)

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**Importance:**  Because of limited positional power and limited resources, there is a need to search for different approaches for getting what you need as a program manager.
*“**Individual commitment to a group effort -- that is what makes a team work, a company work, a society work, a civilization work.” -Vince Lombardi*

## Team-Building Skills 

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- Team-Building Skills

- Here are some suggestions for improving your team-building skills:

- Offer to manage/coach recent hires or a newly created work group.
- Provide special assignments, project oversight, or other stretch roles to your interested subordinates in order to accelerate their development.
- Recall instances of when you were given feedback from your managers and try to model aspects of behaviors that worked and eliminate behaviors that affected you adversely.

## Team-Building Skills (cont.)

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- Act as a role model by pitching in to do any kind of work when help is needed in order to promote teamwork.
- Ask team members to explain the goals and objectives of the department/agency.
- Assess how many are able to clearly articulate the direction so that others can understand it. Take responsibility if team members are struggling with this request.
- Endeavor to provide constructive feedback in appropriate ways.  Critique ideas, do not criticize people.

## Team-Building Skills (cont.)

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- Offer individual or group positive reinforcement for positive team behavior (e.g., e-mails, recommendations for awards).
- Choose a co-worker whose performance you have noted to be strong and can handle extra responsibilities.  Empower him/her by delegating a significant part of a project.
- Identify a development opportunity you would have liked to have had when you were more junior, and recommend it as an opportunity to a staff member who could use the development.

## Team-Building Skills (cont.)

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- Share leadership responsibilities when appropriate.
- Take on an expanded role that necessitates delegation of some of your existing responsibilities to less experienced or less skilled person(s).

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## Question

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- Conflict management is a subcategory of problem solving.  Conflict management is a kind of problem solving that project managers must learn how to accomplish.
- What are some common conflict issues that occur in the workplace?

## Conflict Management 

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- Conflict Management

- Conflict Management is the management of conflicts, not the resolution of them.  The goal is not for the conflict to be resolved, but instead to be gotten past.

- Conflict can occur on any department within any agency
- Is usually the result of conflicting objectives
- The Project manager is also a Conflict Manager
- Project managers continually fight fires and handle crises arising form interpersonal and interdepartmental conflicts.

## Why Do Conflicts Arise? 

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- Why Do Conflicts Arise?

- In order to see why conflicts arise, we can ask four questions:

-    Do the project’s objectives conflict with the objectives of other projects currently in development?
- Example: A school bus is being designed that will hold 30% more students, but there has been an initiative made to build a new school in the area so that less children will be attending each school.  Hence, there is no need for the new bus.
- 2.    Why do conflicts occur?  **Responsibility conflicts, personality clashes, technical opinions, etc.**

## Why Do Conflicts Arise? (cont.) 

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- Why Do Conflicts Arise? (cont.)

- 3.    How can we resolve conflicts?  **Responsibility charts, keeping people with personal differences separate, etc.**

- 4. Is there anything we can do to anticipate and resolve conflicts before they become serious?  **Know your team, make sure that they know their responsibilities and duties, manage conflict**

## Question

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- What the most common misunderstanding that causes conflict for project managers?

## Responsibility Charts 

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- Responsibility Charts

- Responsibility charts can be drawn to map out graphically who is responsible for doing what on the project.

- With ambiguity of roles and responsibilities gone
- Present or future conflict is averted
- Resolution = Collaboration , which is people are willing to rely on each other
- Without collaboration, mistrust can prevail.

## Question

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- Name types of conflicts that a project manager may encounter.

## Common Conflicts 

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- Common Conflicts

- Most common conflicts involve:

- Manpower resources
- Equipment and facilities
- Technical opinions and trade-offs
- Costs and Priorities
- Administrative procedures
- Schedules
- Responsibilities
- Personality clashes

## Conflict Intensity 

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- Conflict Intensity

- The relative intensity of a conflict can vary as a function of:

- Getting closer to project constraints (getting close to exhausting resources)
- Having met only two constraints instead of three (for example, time and performance but not cost)
- The project life cycle itself (position in cycle)
- The individuals who are in conflict

## Methods to Resolve Conflicts

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- Here are five of the most commonly used methods for resolving conflict:

**Confrontation**
- Most common method
- Faces the conflict directly
- Parties in disagreement attempt to persuade one another that their solution to the problem is the most appropriate.

## Methods to Resolve Conflicts (cont.)

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**Compromise**
- Parties in conflict agree to tradeoffs or make concessions until a solution is arrived at that everyone can live with.
**Facilitation**
- Emphasize areas of agreement
- Deemphasize areas of disagreement
- Downplays the emotional context in which conflicts occur

## Methods to Resolve Conflicts (cont.)

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**Force (or forcing)**
- Project Manager attempts to resolve a disagreement by exerting his or her own opinion at the expense of the other people involved.
- Often results in a win-lose situation where one party is satisfied and one is not.
**Withdrawal**
- Least used and least effective
- Project Manager withdrawals from the conflict and leaves the situation unresolved

## Question

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- What are some other causes of conflict that you have encountered as a project manager?

## Personal Differences/ Confusion 

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- Personal Differences/ Confusion

- Personal differences or confusion can also be a major cause of conflict.  Some of these include:

- Cultural Differences
- Differences in Opinion
- Unclear roles or expectations
- Emotional responses to an issue or person
- Unequal status
- Misunderstanding of language

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## Political Savvy 

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- Political Savvy

- Definition: Political savvy* *in the workplace represents the totality of skills for successfully navigating the political dynamics of an agency to accomplish one’s goals.
- The politically savvy program/project manager:

- Identifies the internal and external politics that impact the work of the agency.
- Approaches each problem situation with a clear perception of agency and political reality.
- Recognizes the impact of alternative courses of action.

## Political Savvy (cont.)

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- Political savvy enables you to:
- Get things done and know who to go to get things done quickly and efficiently.
- Adapt your style, tactics and skills to the situation.
- Determine the requirements of each situation and each person you face.

## Political Savvy (cont.)

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- To ignore office politics is to ignore those underlying forces that account for the differences in success between equally talented people.
- People who understand and use office politics to their advantage are much more likely to succeed than their politically naïve counterparts.

- Political savvy means knowing not just how to build networks, but how to use them.
- Use the networks you have developed as part of your partnering efforts (which we discussed earlier)!

## Question

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- How is political savvy similar to partnering?

## “Stakeholder Analysis”

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- “Stakeholder Analysis”

- Here are some key questions a program or project manager can ask in order to act in a politically savvy way.
- This line of questioning is a specific project management technique known as “stakeholder analysis”:

- Who are the key players?
- What is their power/influence in the agency?

## “Stakeholder Analysis” (cont.)

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- “Stakeholder Analysis” (cont.)

- 3.   To what extent are they applying their influence for or against the issue?
- How easily can their applied influence be changed?
- What significant relationships exist among the key players?

## “Stakeholder Analysis” (cont.)

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- “Stakeholder Analysis” (cont.)

- Use a stakeholder analysis to:

- Identify people, groups, and institutions that will influence your initiative (either positively or negatively)
- Anticipate the kind of influence, positive or negative, these groups will have on your initiative
- Develop strategies to get the most effective support possible for your initiative and reduce any obstacles to successful implementation of your program.

## Question

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- Why is it so important to know the “key players” in a given situation?

## Developing Political Savvy 

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- Developing Political Savvy

- Here are some other suggestions for developing political savvy:

- Minimize the politics in specific situations.
- Set the standard in your organization for working through difficult issues in as straight-forward manner as possible.
- Establish a forum through which issues can be addressed objectively.
- Clarify criteria and decision rules.  Do not throw your weight around.

## Developing Political Savvy (cont.) 

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- Developing Political Savvy (cont.)

-    Invest time in learning about the decision-makers and concerns of others throughout your agency.

- Develop strong listening skills.
- Effective listening gathers critical data regarding the political terrain.

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- Topic 7- Strategic Thinking

## Strategic Thinking 

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- Strategic Thinking

- Definition – Strategic Thinking means that, as the program/project manager, you:

- Formulate effective strategies.
- Examine policy issues and strategic planning with a long-term perspective.
- Determine objectives and set priorities.
- Anticipate potential threats and seize potential opportunities.

## Strategic Thinking (cont.)

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- What does it mean to employ “Strategic Thinking”?

- Anticipate potential opportunities and obstacles based on past experience, and develop contingency plans for addressing them.
- Ensure that decisions/solutions address the immediate issue while also considering long-term implications.
- Determine the resources or skills that will be needed in the future and take steps to ensure they are available.

## Strategic Thinking (cont.)

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- Focus time and energy on anticipating and planning for the future versus “fighting fires.”
- Consider the ways that future changes or developments may impact your projects and take concrete steps to prepare for them.

## Strategic Thinking Skills 

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- Strategic Thinking Skills

- What are some strategies for developing strong strategic thinking skills?

- Write up and share case-studies following critical situations that you or your team deals with, and encourage your counterparts to do the same.
- Identify potential risks and how best to avoid them through reviewing past project/situation debriefs or case studies.
- Arrange opportunities to observe first hand the strategies, styles and skills of proven veterans in the agency and apply them to your own situation.

## Strategic Thinking Skills (cont.)

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- Proactively address knowledge development needs of your coworkers' as well as yourself.
- Establish ongoing relationships with counterparts in other agencies and share best practices and gain new ideas to apply to within your organization.

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## Question

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- What qualities do you associate with a decisive leader?

## Decisiveness 

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- Decisiveness

- Definition – The decisive program/project manager:

- Exercises good judgment by making sound and well-informed decisions.
- Perceives the impact and implications of decisions.
- Makes effective and timely decisions, even when data are limited or solutions produce unpleasant consequences.
- Is proactive and achievement oriented and tackles new or difficult issues.
- Demonstrates confidence in own abilities and decisions.

## Decisiveness (cont.)

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- Decisiveness, like any other skill, can be honed and developed.  The expertise to recognize patterns and other cues that enable us to intuitively make the right decisions is a natural extension of experience.

- Take the initiative to ask others for input on your past performance when having to address difficult situations.  Use their feedback as a learning tool.

## Decisiveness (cont.)

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- Use a factual approach to decision-making by systematically collecting valid and reliable data.
- Rely on data rather than on emotions, even if the decision is unpopular.  In turn, explain decisions in terms of data, not emotions.
- Observe experienced colleagues or supervisors who are particularly effective at handling challenging situations and people.
- Review own analysis, conclusions and/or recommendations in challenging situations with your supervisor.

## Question

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- What are the implications for a project if the program or project manager is indecisive?

##  Time, Cost, and Performance 

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-  Time, Cost, and Performance

- The importance of decisiveness can be felt greatly in program management. Just look at the triple constraint of time, cost, and performance.
-     Speed is more important than cost.
-     Success is more important than speed.

## Time, Cost, and Performance (cont.)

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- All three constraints can be affected by indecisive actions along with the factor of risk.

- If we act fast, cost will usually follow naturally.
- Delays can increase cost exponentially, whether it's the cost of lost opportunity, the cost of reduced momentum, or any other number of costs associated with the risks of delay.

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## Creativity/Innovation 

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- Creativity/Innovation

- Definition - Creativity/Innovation

- The creative and innovative program/project manager:
- Develops new insights into situations.
- Questions conventional approaches.
- Encourages new ideas and innovations.
- Designs and implements new or cutting edge programs/processes.

## Creative Thinking

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- Here are some key techniques for developing creative thinking:

- Brainstorming
- Idea Generating Questions
- Ask “What if?”

## Brainstorming 

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- Brainstorming

- Brainstorming is an idea-generating technique.  The main goals of brainstorming are to:

- Break out of habit-bound thinking.
- Produce new, usable solutions and ideas.
- Address specific problems where new ideas, not judgment or analysis, are needed.

## Innovation and Creativity 

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- Innovation and Creativity

- The importance of innovation and creativity is critical to success.

- Can help to alleviate risk
- Creates the possibility of finding alternative opportunities
- Problem Solving becomes a manageable activity

## Question

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- In your experience, how has creativity and innovation helped to make the projects you have worked on successful.

## Brainstorming

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- How do we effectively brainstorm?

- Suspend judgment.
- Resist the urge to be critical.  Do not allow critical, analytical, practical, or convergent thoughts while brainstorming. Reserve evaluation for later. Suspend judgment.
- Think freely.
- Practical, usable ideas often come from silly, impractical, impossible ones.
- Permit yourself to think outside the boundaries of ordinary, normal thought.

## Brainstorming (cont.)

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- Build off of other ideas
- Improve, modify, and build on the ideas of others.
- Generate a large quantity of ideas
- The more ideas you have, the easier it is to adapt, choose, and combine them.

## Question

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- How do you feel about brainstorming?  Do you find brainstorming effective, or does it put participants “on the spot”?

## Idea Generating Questions 

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- Idea Generating Questions

- Another key technique for developing creative thinking is Idea Generating Questions. Specific questions stimulate curiosity and creativity when you are trying to understand and resolve a situation.  The six you are most familiar with are:

- Who?
- Who is involved?  Who will it benefit?  Who uses it?  Who wants it?

## Idea Generating Questions (cont.) 

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- Idea Generating Questions (cont.)

- What?
- What is it?  What went or could go wrong?
- When?
- What are the time constraints?  When is it needed?
- Where?
- Where is this occurring?,  Where else is a possibility?

## Idea Generating Questions (cont.) 

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- Idea Generating Questions (cont.)

- Why?
- Why is it an issue/concern?  Why should it be done?
- How?
- How can it be understood?  How is it done, prevented, improved, etc.?

## Question

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- Why is the origin of a problem or situation important to understand when generating creative, innovative ideas and solutions?

## “What if?” 

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- “What if?”

- Another key technique a program or project manager can use to creatively address problems and situations is to ask “What if?”  Asking this question allows us to:

- Establish a new chain of being or relationships.
- Change the unchangeable in order to find a new perspective.
- Describe an imagined action or solution and then examine the likely associated facts, consequences, or events.

## “What if?” (cont.)

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- “What if?” (cont.)

- Generate, as specifically as possible, the implications or consequences of the newly imagined scenario.
- A useful variation of this idea is, “What are the consequences of doing nothing?”
- This will help to focus your creative thinking efforts by specifically addressing the most critical issues.

##  Importance of Creativity 

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-  Importance of Creativity

- The importance of creativity in the program management is immense.  It can positively effect almost every aspect of the job, including:

- Design
- Implementation
- Testing
- Solving financial problems
- Conflict management

## Question

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- Does anyone have a personal example of how creativity has improved a project or program or has acted to solve problems?

## Question

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- Let’s review.  What are some key techniques to develop creative thinking?

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- Topic 10- External Awareness

##  External Awareness 

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-  External Awareness

- Definition – External Awareness
- The program/project manager with strong external awareness:

- Identifies and keeps up-to-date on key national and international policies and economic, political and social trends that affect the agency
- Understands near-term and long range plans.
- Positions their program or project for achievement.

## Question

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- How does external awareness improve your ability to make well-informed decisions as a program or project manager?

## Benefits of External Awareness 

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- Benefits of External Awareness

- External awareness raises your “Management IQ.”  Here are the potential benefits of increased external awareness:

- Reduced development time and better market success through improved decision architecture.
- Improved customer service through improved knowledge dissemination.
- Improved partnership management through more effective decision architecture.
- Increased process excellence from awareness of and comparison to world-class companies, organizations, and agencies.

## Developing External Awareness 

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- Developing External Awareness

- Here are some strategies for developing external awareness:

- Talk about the news with your employees.
- Periodically spend time during a staff meeting discussing headlines and their implications for the work of your program or project.
- Educate your staff members on the broader business environment.
- Expose them to the latest thinking about future trends in the agency and in other agencies.

## Developing External Awareness (cont.) 

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- Developing External Awareness (cont.)

- Circulate relevant published materials.
- Invite outside experts to speak about future trends.
- Survey your employees to identify the topics of greatest interest to them.
- Ask them to research and then present information about those topics to peers or employees.

## Question

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- What are the advantages of assessing employees about the topics that interest them?

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##  Developing Others 

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-  Developing Others

- Definition – Developing Others
- The effective program/project manager who develops others:

- Develops the ability of others to perform and contribute to the agency by providing ongoing feedback and by providing opportunities to learn through formal and informal methods.

*“**If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” – John Quincy Adams*

## Question

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- What strategies have you implemented in your programs and projects to develop the knowledge and capabilities of others?

## Question

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- Did those efforts provide noticeable improvement?  Why or why not?

## Strategies for Developing Others 

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- Strategies for Developing Others

- Developing the knowledge and capabilities of others is a powerful management strategy.  You are only as effective as the people who work for you.  Here are some strategies for developing others:

- Provide developmental opportunities for your team members.
- Consider periodic rotations among your employees to enable them to learn new job duties, acquire well-rounded training, and build a background of experiences.

## Strategies (cont.)

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- Here are some strategies for developing others: (cont.)

- Discuss career aspirations and development opportunities with employees.
- Counsel them on ways of enhancing career opportunities through growth on the job, training, and developmental assignments.
- Extend training into the workplace.
- List the specific goals you want training to accomplish.
- Provide employees opportunities to utilize new skills immediately after training.

## Strategies (cont.)

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- Help employees be more effective in communicating with people in other projects or agencies.
- Help your staff members build critical external contacts.
- Think about who has helped you build internal support for your ideas by providing you with critical data and other information.
- Encourage them to identify people from whom they can get support.  If appropriate, connect them to your own contacts.
- Support these networking opportunities by allowing your employees the time to pursue them.

## Question

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- Have you implemented any of these strategies in your experience as a program/project manager?  What were the results?

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- Topic 12- Entrepreneurship

## Entrepreneurship 

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- Entrepreneurship

- Entrepreneurship for the program/project manager entails:

- Identifying opportunities to develop and market new products and services within or outside of the agency.
- Is willing to take risks, initiates actions that involve a deliberate risk to achieve a recognized benefit or advantage.

- “Intrepreneur” is a term that was coined to stress the fact that being entrepreneurial is not limited to an individual acting alone.

## Entrepreneurship (cont.)

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- Unlike the traditional functions of management like planning, organization, and coordination, entrepreneurship means:

- Developing new markets.
- Being resourceful and creative, creating new products and services, improving processes and expanding capabilities.
- Discovering solution sources.
- The innovative nature of entrepreneurship persists in discovering new solutions to problems, creating an advantage in supply, cost, and quality.

## Entrepreneurship (cont.)

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- Introducing new technologies.
- Aside from being innovators and risk-takers, entrepreneurs drive innovation by taking advantage of new products and new technologies.
- Creating employment.

## Question

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- How is entrepreneurship dependent on the ability to create and innovate?

## Building Entrepreneurship 

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- Building Entrepreneurship

- How can you develop entrepreneurship as a leadership skill?

- Read agency publications to keep abreast of more global influences and issues that will affect your organization.
- Read publications; listen to radio and television programs that have good coverage of international political, geographic, economic and cultural trends. (e.g., NY Times, Washington Post, Wall Street Journal, National Geographic, Smithsonian, C-Span, CNN, BBC, NPR).

## Building Entrepreneurship (cont.)

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- Build strong external networks with people in your profession.  Stand behind your team when they make decisions, take risks and try new things.
- Assess your tolerance for risk.  Do a self assessment of your vision and goals.  Do you play it too safe?  Should you be asking more of your team?
- Champion a culture that listens to fresh approaches and implements good ideas.

## Question

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- How have you used the entrepreneurship skill in your agency work?

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- Topic 13- Leveraging Diversity

## Leveraging Diversity 

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- Leveraging Diversity

- The successful program/project manager:

- Recruits, develops, and retains a diverse high quality workforce in an equitable manner.
- Leads and manages an inclusive workplace that maximizes the talents of each person to achieve sound business results.

## Leveraging Diversity (cont.)

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- Respects, understands, values and seeks out individual differences to achieve the vision and mission of the agency.
- Develops and uses measures and rewards to hold self and others accountable for achieving results that embody the principles of diversity.

*“**Diversity may be the hardest thing for a society to live with, and perhaps the most dangerous thing for a society to be without.” – William Sloane Coffin, Jr.*

## Leveraging Diversity (cont.)

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- Why should a program or project manager learn how to leverage diversity?

- Managers at all levels play a key role in creating a culture that fosters a respectful, inclusive, knowledge-based environment.
- This environment gives each employee the opportunity to learn, grow and meaningfully contribute to the agency's success.

## Leveraging Diversity (cont.)

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- Diversity in its broadest sense - diversity of race and religion, diversity of gender and genius, diversity of ideas and innovation - is a _competitive advantage_.
- Take advantage of this diversity. It is truly a unique American advantage.

## Leveraging Diversity Strategies

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- Here are some strategies for leveraging diversity:

- See differences between peers and subordinates as assets, not liabilities.
- Interact with people who are different from you. Learn about their backgrounds, perspectives, and cultures.  Encourage your employees to do the same.
- Volunteer to be a coach or mentor for someone whose ethnic background is different from yours.

## Leveraging Diversity Strategies (cont.)

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- Analyze your own values, beliefs, and actions.  Make sure that you demonstrate respect for diversity in your language and actions.
- Identify specific experiences, skills, expertise and interests of employees that could be utilized to address key issues or needs in the agency.
- Plan how to leverage them.

## Question

- 	Government Specific Course II

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- Why is it important to analyze your own values, beliefs, and actions?

- 	Government Specific Course II

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## Influencing/Negotiating

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- The successful program/project manager:

- Persuades others.
- Builds consensus through give and take.
- Gains cooperation from others to obtain information and accomplish goals.
- Facilitates "win-win" situations.

## Example

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- Janice is a program manager with the U.S. Geological Survey and contracts with a vendor to develop new imaging technology
- New legislation about water-quality standards is passed down, changing the measurement requirements of the new technology.
- Janice uses her influence and negotiating skills with the vendor.
- She negotiates a longer timetable for the new technology without an increase in cost.

## Question

- 	Government Specific Course II

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- Why should a program or project manager try to facilitate only “win-win” situations?

## Negotiation 

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- Negotiation

- Before beginning any negotiation, think through the following points:

- Goals
- What do you want to get out of the negotiation? What do you think the other person(s) wants?
- Trades
- What do you and the other person(s) have that you can trade? What do you each have that the other wants? What are you each comfortable giving away?

## Negotiation (cont.)

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- Alternatives
- If you do not reach agreement with the other person(s), what alternatives do you have? Are these good or bad?
- Relationships
- What do you and the other person(s) have that you can trade? What do you each have that the other wants? What are you each comfortable giving away?

## Negotiation (cont.)

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- Consequences
- What are the consequences for you of winning or losing this negotiation?  What are the consequences for the other person(s)?
- Expected outcomes
- What outcome will people be expecting from this negotiation? What has the outcome been in the past, and what precedents have been set?

## Negotiating Tactics 

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- Negotiating Tactics

- Here are some powerful negotiating tactics for the program or project manager to implement:

**Know What You Want**.
- Skilled negotiators start with a detailed plan of exactly what you want in your negotiations.
- Understand what you want and need from the other party before you begin.
**Do Your Research**
- Research your potential supplier.  Know their business.

## Negotiating Tactics (cont.)

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**Rehearse Your Opening**
- Your opening words set the tone for the discussions that follow.  Craft the words so that your message is clear and concise.
**Ask Powerful Questions.**
- Powerful questions provide you with solid information on which to build your case.
- An example of a powerful question is, “What is your top priority in this negotiation?”

## Negotiating Tactics (cont.)

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**Be a Champion Listener.**
- Successful negotiating is a result of great listening.
- Listening will inform you about people’s positions, problems, qualities, likes and dislikes.
**Be Friendly and Positive.**
- A positive atmosphere makes people more receptive to your point of view.
**Be Prepared to Walk Away.**
- Use this powerful strategy carefully.  Used poorly, it can leave you “out in the cold.”

## Negotiating Tactics (cont.)

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**Know the Styles.**
- Learn about the different behavioral styles of the other party, what kind of information they need and how they approach negotiating.
- Recognize people's different negotiating styles and use them to your advantage.

## Negotiating Tactics (cont.)

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**Exercise Silence.**
- Practice listening instead of speaking.  Your silence will create the perception that you are a thoughtful and methodical decision-maker.
- Not giving unnecessary information keeps negotiations from getting over-complicated.

## Question

- 	Government Specific Course II

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- Why is it critical to have a detailed idea of what you want before entering into a negotiation?

## Question

- 	Government Specific Course II

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- There is a common problem with project managers lacking full control over the people necessary to succeed on the project.  It is unavoidable when a part of a matrix organization.
- What are some common techniques that you, as project manager, can employ in order to avoid this dilemma?

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- Topic 15 - Review

## Learning Objectives

- 	Government Specific Course II

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- Let’s review the learning objectives for this module on Leadership/Professional Skills:

- Explain how partnering can be used to build strategic networks and alliances.
- Discuss the elements of building an effective integrated product team.
- Identify strategies that are used in conflict management.
- Discuss how political savvy empowers a program/project manager.

## Learning Objectives (cont.)

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- Describe how strategic thinking is used to build effective strategies and awareness.
- Explain the importance of making well-informed decisions and the impact of these decisions on the program/project team.
- State why creativity and innovation are critical components to a productive program/project team.

## Learning Objectives (cont.)

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- Describe the importance of external awareness in program/project management.
- Explain how the program/project manager develops the abilities of others to perform and contribute to the team.
- Present reasons that emphasize the importance of entrepreneurship for a program/project team.

## Learning Objectives (cont.)

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- State the importance of leveraging diversity and the role diversity can play in strengthening the program/project team.
- List the techniques used to build consensus through influence and negotiation.

## Key Points

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- As we learned in this module:

- Partnering means:
- Developing networks and building alliances.
- Collaborating across boundaries.
- Utilizing contacts to build and strengthen internal support bases.

## Key Points (cont.)

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- As we learned in this module:

- Team Building/Integrated Product Team (IPT) means:
- Inspiring, motivating, and guiding others toward goal accomplishments.
- Consistently developing and sustaining cooperative working relationships.
- Developing leadership and fostering trust in others through coaching, mentoring, rewarding and guiding employees.

## Key Points (cont.)

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- Conflict Management is the ability to:
- Develop networks and building alliances.
- Collaborate across boundaries.
- Utilize contacts to build and strengthen internal support bases.

## Key Points (cont.)

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- Political Savvy entails:
- Identifying the internal and external politics that impact the work of the agency.
- Approaching each problem situation with a clear perception of agency and political reality.
- Recognizing the impact of alternative courses of action.

## Key Points (cont.)

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- Strategic Thinking involves:
- Formulating effective strategies.
- Determining objectives and setting priorities.
- Anticipating potential threats and seizing potential opportunities.

## Key Points (cont.)

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- Decisiveness means:
- Exercising good judgment by making sound and well-informed decisions.
- Perceiving the impact and implications of decisions.
- Making effective and timely decisions, even when data are limited or solutions produce unpleasant consequences.

## Key Points (cont.)

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- Creativity/Innovation includes:
- Developing new insights into situations.
- Questioning conventional approaches.
- Encouraging new ideas and innovations.

## Key Points (cont.)

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- External Awareness means:
- Identifying and keeping up-to-date on key national and international policies and economic, political and social trends that affect the agency
- Understanding near-term and long range plans.
- Positioning the project/program for achievement.

## Key Points (cont.)

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- Developing Others involves:
- Developing the ability of others to perform and contribute to the agency by providing ongoing feedback and by providing opportunities to learn through formal and informal methods.

## Key Points (cont.)

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- Entrepreneurship means:
- Identifying opportunities to develop and market new products and services within or outside of the agency.
- Being willing to take risks, initiating actions that involve a deliberate risk to achieve a recognized benefit or advantage.

## Key Points (cont.)

- 	Government Specific Course II

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- Leveraging Diversity means:
- Leads and manages an inclusive workplace that maximizes the talents of each person to achieve sound business results.
- Respects, understands, values and seeks out individual differences to achieve the vision and mission of the agency.
- Develops and uses measures and rewards to hold self and others accountable for achieving results that embody the principles of diversity.

## Key Points (cont.)

- 	Government Specific Course II

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- Influencing/Negotiating entails:
- Building consensus through give and take.
- Gaining cooperation from others to obtain information and accomplish goals.
- Facilitating "win-win" situations.