Answer Happy

Instructions- Read and Answer all Questions from the Case study
below-
TOP 10 QUALITIES OF A PROJECT MANAGER
By Timothy R. Barry
What qualities are most important for a project leader to be
effective? Over the past few years, the people at ESI
International, world leaders in project management training, have
looked in to what makes an effective project leader. With the
unique opportunity to ask some of the most talented project leaders
in the world on their Project Leadership courses ESI have managed
to collect a running tally on their responses. Below are the top 10
in rank order according to frequency listed.
Inspires a Shared Vision
An effective project leader is often described as having a vision
of where to go and the ability to articulate it. Visionaries thrive
on change and being able to draw new boundaries. It was once said
that a leader is someone who lifts us up, gives us a reason for
being and gives the vision and spirit to change. Visionary leaders
enable people to feel they have a real stake in the project. They
empower people to experience the vision on their own. According to
Bennis They offer people opportunities to create their own vision,
to explore what the vision will mean to their jobs and lives, and
to envision their future as part of the vision for the
organisation. (Bennis, 1997)
Good Communicator
The ability to communicate with people at all levels is almost
always named as the second most important skill by project managers
and team members. Project leadership calls for clear communication
about goals, responsibility, performance, expectations and
feedback. There is a great deal of value placed on openness and
directness. The project leader is also the team's link to the
larger organisation. The leader must have the ability to
effectively negotiate and use persuasion when necessary to ensure
the success of the team and project. Through effective
communication, project leaders support individual and team
achievements by creating explicit guidelines for accomplishing
results and for the career advancement of team members.
Integrity
One of the most important things a project leader must remember is
that his or her actions, and not words, set the modus operandi for
the team. Good leadership demands commitment to, and demonstration
of, ethical practices. Creating standards for ethical behaviour for
oneself and living by these standards, as well as rewarding those
who exemplify these practices, are responsibilities of project
leaders. Leadership motivated by self-interest does not serve the
well-being of the team. Leadership based on integrity represents
nothing less than a set of values others share, behaviour
consistent with values and dedication to honesty with self and team
members. In other words the leader "walks the talk" and in the
process earns trust.
Enthusiasm
Plain and simple, we don't like leaders who are negative - they
bring us down. We want leaders with enthusiasm, with a bounce in
their step, with a can-do attitude. We want to believe that we are
part of an invigorating journey - we want to feel alive. We tend to
follow people with a can-do attitude, not those who give us 200
reasons why something can't be done. Enthusiastic leaders are
committed to their goals and express this commitment through
optimism. Leadership emerges as someone expresses such confident
commitment to a project that others want to share his or her
optimistic expectations. Enthusiasm is contagious and effective
leaders know it.
Empathy
What is the difference between empathy and sympathy? Although the
words are similar, they are, in fact, mutually exclusive. According
to Norman Paul, in sympathy the subject is principally absorbed in
his or her own feelings as they are projected into the object and
has little concern for the reality and validity of the object's
special experience. Empathy, on the other hand, presupposes the
existence of the object as a separate individual, entitled to his
or her own feelings, ideas and emotional history (Paul, 1970). As
one student so eloquently put it, It's nice when a project leader
acknowledges that we all have a life outside of work.
Competence
Simply put, to enlist in another's cause, we must believe that that
person knows what he or she is doing. Leadership competence does
not however necessarily refer to the project leader's technical
abilities in the core technology of the business. As project
management continues to be recognised as a field in and of itself,
project leaders will be chosen based on their ability to
successfully lead others rather than on technical expertise, as in
the past. Having a winning track record is the surest way to be
considered competent. Expertise in leadership skills is another
dimension in competence. The ability to challenge, inspire, enable,
model and encourage must be demonstrated if leaders are to be seen
as capable and competent.
Ability to Delegate Tasks
Trust is an essential element in the relationship of a project
leader and his or her team. You demonstrate your trust in others
through your actions - how much you check and control their work,
how much you delegate and how much you allow people to participate.
Individuals who are unable to trust other people often fail as
leaders and forever remain little more that micro-managers, or end
up doing all of the work themselves. As one project management
student put it. A good leader is a little lazy. An interesting
perspective!
Cool Under Pressure
In a perfect world, projects would be delivered on time, under
budget and with no major problems or obstacles to overcome. But we
don't live in a perfect world - projects have problems. A leader
with a hardy attitude will take these problems in stride. When
leaders encounter a stressful event, they consider it interesting,
they feel they can influence the outcome and they see it as an
opportunity. Out of the uncertainty and chaos of change, leaders
rise up and articulate a new image of the future that pulls the
project together. (Bennis 1997) And remember - never let them see
you sweat.
Team-Building Skills
A team builder can best be defined as a strong person who provides
the substance that holds the team together in common purpose toward
the right objective. In order for a team to progress from a group
of strangers to a single cohesive unit, the leader must understand
the process and dynamics required for this transformation. He or
she must also know the appropriate leadership style to use during
each stage of team development. The leader must also have an
understanding of the different team player’s styles and how to
capitalise on each at the proper time, for the problem at
hand.
Problem Solving Skills
Although an effective leader is said to share problem-solving
responsibilities with the team, we expect our project leaders to
have excellent problem-solving skills themselves. They have a
fresh, creative response to here-and-now opportunities, and not
much concern with how others have performed them. (Kouzes 1987)
QUESTION 1 (15 Marks)
You have just been employed as a Project Manager in your local
municipality, which is marred by multiple allegations of
corruption, nepotism and the lack of a competent project management
team. Provide recommendations to the Municipal Manager detailing
five (5) leadership qualities that you possess. With relevant
examples from the case study, explain to the Municipal Manager how
you would ensure that the project is a successful one.
QUESTION 2 (15 Marks)
In addition to Question 1 and, with reference to the case study,
discuss three (3) key expectations that you as the Project Manager
would require from your project team to ensure the successful
implementation of the project.