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Power, Influence, and Politics in Project Management 2009
oPCaS ee ie VIJAY K.VERMA POWER,INFLUENCE, AND POLITICS IN PROJECT MANAGEMENT SD ee”aor *a 'en7?amitaetfsofeewaz ho ad *tral : aw ene)wa,wa,f usi ,f aaemareatJraatapoetscet=CSibeeae..oe|oes > oo Stet ets: Act PME AC pheFMS.og 4 Pole bel tr he bate: POWER,INFLUENCE,AND POLITICS _ IN PROJECT MANAGEMENT Seminar Author and Presenter: VIJAY K.VERMA (PMP,M.B.A.,P.ENG.) Group Leader,Planning Department TRIUMF,University of British Columbia 4004 Wesbrook Mall Vancouver,B.C.,Canada,V6T 2A3 Tel:604-222-7326 Fax:604-222-1074 E-mail:verma@triumf.ca COPYRIGHT ©1997,1998,1999,2000,2001,2002,2003,2004,2005, 2006,2007,2008,2009 Vijay K.Verma All rights reserved.No part of the workbook,handouts,and any other presentation material from this workshop/seminar may be reproduced, utilized,or transmitted in any form or by any means,electronic,manual, mechanical,photocopying,scanning or otherwise,recording,or by any information storage or retrieval system,without the prior agreement and written permission of the author: Vijay K.Verma,E-mail:verma@triumf.ca BIOGRAPHICAL SKETCH OF VISJAY KUMAR VERMA,PMP,M.B.A.,P.Eng. Group Leader (Planning Department) TRIUMF,4004 Wesbrook Mall,Vancouver,BC,Canada,V6T 2A3 Tel:(604)222-7326 Fax:(604)222-1074 Email:<verma@triumf.ca> Vijay Verma is a Group Leader of the Planning Department at TRIUMF and is responsible for providing project management services for several projects varying in size,complexity,and resources.Vijay has over twenty yearsofpracticalexperienceatTRIUMF(a federally funded research laboratory)situated at the University of British Columbia,Vancouver,BC,Canada.He began his career as an electrical engineer.Later on,he developed a project management system to effectively manage a program of research facilities and projects in the areas of technology transfer,fundamental,applied and medical research.He has developed and implemented various systems to manage a large number of complex and interrelated projects by using his expertise in project management,team building,interface management,systems integration,and.MIS. Mr.Verma holds a Bachelors degree in Electronics Engineering from India,a Masters degree in Electrical Engineering from the Technical University of Nova Scotia,Halifax,Nova Scotia,Canada,and MBA from the University of British Columbia,Vancouver,BC,Canada. Mr.Verma is a professional engineer registered with the Association of Professional Engineers and Geoscientists of British Columbia.He was a member of IEEE,and Associate Program Chairman (1980)of the Association of Systems Management (ASM)for the Vancouver Chapter.He has served as the President of West Coast,BC Chapter (1988-1989)and as V.P.Programmes of the Project Management tnstitute (PMI),West Coast,BC Chapter (1986-1988),and. Mr.Verma is interested in business and management consulting and has developed and taught various courses in Project Management,Leadership Skills,Team Building,Organizational Behaviour,Finance,Marketing, Management Information Systems,and Business Administration at the University of British Columbia,Simon Fraser University,Open Learning Agency,City University,British Columbia Institute of Technology (BCIT),and Society of Management Accountants of BC. Mr.Verma has delivered worldwide many keynote and invited presentations for various conferences,PMI Chapters and Organizations.He has conducted several seminars/workshops on Project Management in the U.S.,Europe, Canada,Australia,South-America,South Africa,and in Asia for PMI and Project World,with participants from a wide variety of industries and various educational institutions and Professional Associations.Small samples of the organizations from which professionals have attended these workshops include: In the USA and Canada:IBM,AT&T,General Electric,Verizon,Coca-Cola,Bell Atlantic,Westinghouse,Digital, Microsoft,J.P.Morgan Chase,Wells Fargo,Johnson &Johnson,Department of Defence (US &Canada),many departments for Federal ad Provincial governments,Hewlett Packard,Dell,INTEL,Cisco Systems,Compaq,NCR, Ameritech,Olivetti,NASA,Boeing,Siemens,Motorola,3M,American Express,FedEx,Chase Manhattan Bank, Kodak,Price Waterhouse Coopers,Towers Perrin,People Soft,Safeco Insurance,US West,Texas Utilities,Shell, Chevron,Department of Defence,Department of Energy,Columbia University,SLAC,BNL,Weyerhaeuser,World Bank,Du Pont,Dow Chemical,Genentech,Novartis,Pfizer,Siemens,Department of Science &Technology,Telus, BC Hydro,Bell Sigma,and University of BC. Overseas:British Gas,Tetra Pak,Computacenter (UK);Hydro Data Porsgrunn (Norway);Carson Mills ProjectManagement(New Zealand);TELKOM,Old Mutual,Atomic Energy,and First National Bank (South Africa);BhabaAtomicResearchCentre,and Tata Institute of Fundamental Research (India). He has published and presented several papers at PMI seminars/symposia,INTERNET and engineeringconferences.He is an author of a three volume series on the Human Aspects of Project Management,published bytheProjectManagementInstitute(PMI).The first volume "Organizing Projects for Success”was published in1995,the second volume "Human Resource Skills for the Project Managers”in 1996,and the third volume "Managing the Project Team”in 1997.Mr.Verma received the 1999 PMI David I.Cleland Project ManagementLiteratureAward(for his book "Managing the Project Team”)and the 1999 PMI Distinguished Contribution Awardforhissustainedandsignificantcontributionstotheprojectmanagement Power,Influence,and Politics in Project Management VIJAY K.VERMA (PMP,M.B.A.,P.ENG.) TRIUMF,University of British Columbia 4004 Wesbrook Mall Vancouver,B.C.,Canada V6T 2A3 Email:verma@triumf.ca Phone:604-222-7326,Fax:604-222-1074 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Power,Influence,and Politics in Project Management Table of Contents {Module 1.Introductions and Workshop Objectives Module 2.Power,Influence and Politics Module 3.Summary and Wrap-up Discussion ©1997-2009.Vijay K.Verma.All Rights Reserved. Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Copyright COPYRIGHT ©1997,1998,1999,2000,2001,2002,2003,2004, 2005,2006,2007,2008,2009 /All rights reserved.No part of this publication.Handouts,and any 1 other presentation material maybe reproduced or transmitted in any form or by any means,electronic,manual,photocopying, recording,or by any information storage or retrieval system, without the prior agreement and written permission of the author. Vijay K.Verma Email:verma@triumf.ca Voice:604-222-7326 Fax:604-222-1074 ©1997-2009.Vijay K.Verma.All Rights Reserved. Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Important Notes Some of the material for this seminar/workshop has been adapted from three books (volumes)by Vijay K.Verma on The Human Aspects of Project Management published by the Project Management Institute (PM), Upper Darby,PA,USA. Volume 1.Organizing Projects for Success (1995) Human Resource Skills for the Project Manager (1996) Managing the Project Team (1997) ©1997-2009.Vijay K.Verma.All Rights Reserved. Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Important Notes (cont'd) The first expanded version of this seminar/workshop workbook entitled "Leadership,Power,Influence,Politics and Negotiations in Project Management”,was prepared by Vijay K.Verma in 1997 and revised in 1998,1999,2000,2001 and 2002,2003,2004,2005,2006,2007,2008,2009. Module on Negotiation was excluded from expanded version to prepare a seminar/workshop workbook entitled "Leadership,Power,Influence and Politics in Project Management”in 1998 and revised in 1999,2000,2001 and 2002,2003,2004,2005,2006,2007,2008,2009. Modules 1 and 2 were used to prepare a seminar/workshop workbook entitled "Power,Influence and Politics in Project Management”and also "Power and Influence in Project Management”in 1999 and revised in 2000,2001 and 2002, 2003,2004,2005,2006,2007,2008,2009. ©1997-2009.Vijay K.Verma.All Rights Reserved. Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Module 1 Introductions & Seminar/Workshop Objectives ©1997-2009.Vijay K.Varma.All Rights Reserved. Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. a Anse san mont nantesrrthpelyy Eight Sources of Power .CORRae*Perceived rightprf.Stoned *Direct,supervise and controloneas.interpersonal skills *Positional power,status *Project management skills on*Distribution of rewards «Removal of negative 1h Bu *Winning others' cooperation 2 . *Ability to enhance trust and 4 =sanctions agreement 3 6 6 the pail *Personal &business contacts «Who you can call on ¢Doing and receiving favors-,----y «Giving punishments ¢Removal of rewards *Based on identification *Shows leadership skills *Liked and respected *Information you control *Important information link ¢Knowledge of how organization : works r fovyed «Knowledge,experience and expertise «Shows degree of confidence ©1998-2004.Vijay K.Verma.All Rights Reserved ree bo ork on in aE auihy mal/personal power:>No aly Can.Ava ou »You can stant wrking on it rine aunty,°The More (04.shan,Poe more you ft . . mn Hf Ih fds,"a Yn Had finol page,Lely,Natung,i Mews Wart |90H fave moct9ped-f if ©2000-2009.Vijay K.Verma.All Rights Reserved H2 Exercise A:Identify a project that failed (in your organization or at home) 1.What sources of power (out of eight)did it lack? 2.What was the impact of missing those sources of power? 3.What could you have done to resolve the situation? Exercise B:Think of a project that was successful (in your organization or at your home) 1.What level of each source of power did it have? 2.How did various sources of power contribute to the success of the project?=make A MUCCESSton plandontvebanteerfrYost a ©2000-2009.Vijay K.Verma.All Rights Reserved Exercise:Increasing your Power/Influence a) (Highest) (Lowest) b) How much power/influence do you have as a project manager/workpackagemanager?Show on a scale of 0 (lowest)to 5 (highest).anSORRYROARRAR KX XMREEDv4SN -x TROONLegitimateRewardCoerciveReferentExpert=Information Network Persuasion 4 ;£6 7 z(t 4 > Forms of Power What would you do to increase your overall influence by increasing your weak forms/bases of power?What would you start doing next week? 1.Legitimate Power 2.Reward Power ©2000-2009.Vijay K.Verma.All Rights Reserved /,Moke top hyo 3.Coercive Power2.hed/pokey aoe _micro-Mahige «thly t anit iNa.lsh fo sedgePptctolindriY,Mat yaad ¢4._Referent PowerToutpt?WN WAVIANAA V by "do heal W411 LUST No loon04,tyw)Liley the7rmyi/UY,sop/}'L/4 . WE OY PAK Vita ALANYA hb LOE deals yy SeteLhadbdiledenRMU1hhpn)candle a abbebsepOLN PONDshe fhetete 6.Information Powerjeanspaso,oli clicatihyLou WU]3 |foacedert, 8,persuasion,Power ies 202 pup aedotre «:bh out whupfoIonaHevalaaksJillwilwolpudg(uf(pte 'He,-WH need,yo eetapTwitslsouwusl-he Yrusftavalles on 2 lead basis;ehpleis why fredtihay"Use fein nwd bd ts fn,buf vith ««Hod gin ©2Lhd FiVijayK."Y ladh "Ve Reserved fo et a WZ ffeey=Grd Hb tndbarttndey Yoon.bn ory weep t?,Yo ob,Dee eed ghe H9 Project Leadership in a Nutshell Listen to your project team and the client (build trust among stakeholders) Encourage the heart of team members (motivation) Act as a real team (inspire team for high performance) Deliver the deliverables (with emphasis on quality)OPmrSource:Vijay K.Verma.1996.Human Resource Skills for the Project Manager.Upper Darby,PA:Project Management Institute,p.220. Leader or Manager? Leaders Focus On:Managers Focus On: -Vision -Objectives -Selling what and why -Telling how and when -Longer range -Shorter range -People -Organization and structure -Democracy -Autocracy -Enabling -Restraining -Developing -Maintaining -Challenging -Conforming -Originating -Imitating -Innovating -Administrating -Directing -Controlling -Policy -Procedures -Flexibility -Consistency -Risk (opportunity)-Risk (avoidance) -Top line -Bottom line Good Leaders Good Managers do the right things do things right Source:Vijay K.Verma and R.M.Wideman.1994.Project Manager to Project Leader?And the Rocky Road Between.Proceedings of the 25th Annual Seminar/Symposium.Upper Darby,PA:Project Management Institute, pp.627-633;and Vijay K.Verma.1996.Human Resource Skills for the Project Manager.Upper Darby,PA:Project Management Institute,p.223. ©2000-2009.Vijay K.Verma.All Rights Reserved. adit Ted-_pyet s Marngenerd H10 [ie ; fect Li Past-Projact;Pre-Projact:Project Life Cycle >IPp.|In ServiceNet>1 Plan |>|Produce ad [>Opportunities Disposal t Phase 1 Phase 2 Phase 3 Phase 4 o panyval Davelop/.°Conceptual Detail Planning Executa Finish 3 ic ()(F wo -GoyNo-GoDecision wv Ww $f Additional ©Identify need ©Prepare detailed |«Start-up e Reviews and HacisinyanpprovaleFeasibilitystudy|plan (budget,e Procurement acceptance pointseAnalyzeriskscheduleetc.}|«Executework |e TrainingTypicaleStrategiesand|«Buildandtest |©Producesystem |e Transfer ajor altematives prototype (if e Progress reports |responsibilityTackseSellingneeded)«Resolveissues |«Final reports Approvals «Design system and accounts «Prepare WBS «Reassign team®Project Brief «nat e Free form «Matrix »Functional »MatrixOrganizationaleTaskforce»Task force »Matrix »Functionalay«Committee e Projectized e Visionary e Leader e Teamleader e Team leader .*Creative e Facilitator e Organizer «TrainerLeadership¢Conceptualizer |©Planner «Interface «Doer Manacement ¢Analytical e Integrator manager »Technical writerSills«Innovator ¢Technically e People-and ©Compulsiontostrongtask-oriented complete e Controller Source:Vijay K.Verma and R.Max Wideman,Project Manager to Project Leader?And the Rocky RoadBetween,from The Proceedings of the 25"Annual Seminars &Symposium of the Project Management Institute,1994.Newtown Square,PA:The Project Management Institute,pp.627-633 ©2000-2009.Vijay K.Verma.All Rights Reserved. Exercise:Managing Your Project Stakeholders S'.,Think of your project stakeholders and identify e Allies (mentors or champions) Opponents Bedfellows Fence Sitters Adversaries 2.Identify the roles of each stakeholder. 3.What strategies would you use to deal with each of them? WA4.Howcan you convert your adversaries and opponents into allies?(List your approach step by step.) H5 ©2000-2009.Vijay K.Verma.All Rights Reserved. H6 5.What strategy would you use for formulating and managing your projects in order to acquire consensus and support of key stakeholders? /6.Whois your project champion and why?If you do not have an obvious champion,or enough good ones,how would you select and develop one? J 7.What did you learn from this stakeholders'analysis?What would you do differently now in dealing with your project stakeholders? ©2000-2009.Vijay K.Verma.All Rights Reserved. Module 1 Introductions and Seminar/Workshop Objectives ,After completing this module,you should - Understand the primary focus of this workshop. Understand the specific objectives of this workshop with regard to power,influence,and politics in project management. Understand the learning expectations of your fellow participants. Become familiar with a model for effective Project Human Resources Management. ©1997-2009.Vijay K.Verma.All Rights Reserved.7 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Primary Focus Human relations ("soft”)skills within the practice of project management. Project Manager's interactions with stakeholders over whom they have little or no authority. Need for leadership and influencing skills to manage a project successfully. Common issues or questions encountered by most project managers. *What are the sources of power and how can|increase my power? *How dol manage politics effectively at the project level and at the upper management level? *How can!improve and refine my influencing skills? =Others... ©1997-2009.Vijay K.Verma.All Rights Reserved.8 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. "Who Should Attend and Why?” «This seminar/workshop is appropriate for anyone --at all experience levels --who needs to manage projects, influence without authority,build relationships,and work with others while minimizing undesirable surprises. "The knowledge presented in this workshop can be translated into behavior that will positively impact projects in all industries and business sectors. ©1997-2009.Vijay K.Verma.Ail Rights Reserved. Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Instructional Approach Highly interactive format Methods include... *lecture «focused group discussion =practical exercises Participants are encouraged to ask questions,raise concerns,and share experiences (good &bad). Resulting level of new knowledge and understanding gained through cooperative learning will help participants apply the same to their work environment. ©1997-2009.Vijay K.Verma.All Rights Reserved.10 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Workshop Objectives After completing this workshop,you should be able to: *Recognize the importance of human factors in project management «Identify eight forms/sources of power and evaluate your own power level. "Develop strategies to increase your power/influence. «Recognize the importance and dynamics of power and politics in project management. ©1997-2009.Vijay K.Verma.All Rights Reserved.11 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Workshop Objectives (conta) After completing this workshop,you should be able to: «Analyze the political landscape in your organization. «Develop strategies to manage your project stakeholders by enhancing trust and agreement.-Oem «Manage power and politics at the project level and at the upper management level. =Recognize the role of leader versus manager and how leadership is related to the project life cycle.The.diPeune hoboeen bedurship ;mas©1997-2009.Vijay K.Verma.All Rights Reserved. Latta orles «I Notes:Sy f )lf Ut Teadetsheg 7 ct laage?nente :,bedfellows iamremonk nlfencesittersadMinistreot4te a Aversarie S op Want %cenwtsT opporea id |adlverarize fo eli Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. My Expectations To maximize the knowledge gain and optimize the learning experience in this workshop,each of you will need to... "Participate actively in discussions and exercises =Be open to learning «Share some of the challenges and stories encountered in your projects «Keep material confidential.It is copyrighted *Take your own notes «Stay focused on learning and helping others learn «Have fun ©1997-2009.Vijay K.Verma.All Rights Reserved.13 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. workshop? =Be specific Your Expectations ¢What do you expect and/or desire to learn in this «List your one top expectation ©1997-2009.Vijay K.Verma.All Rights Reserved.14 Notes:,ndrhon/boat tAyinflonceNCTC.to evubiave sown the fhm Le.MONftte Ty]Ning hen Pajon. WILEM:Ger fhrogh ughmM,gull entbh Hak chewtih&HETEFGFBaeAorChercian \whels init for me Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Six Phases of a ProjectCnetfyPMEexam)bw |TN 2 eo our l2.esse,aa7 Main Ie ae3.see Cyevepresey peesesenareeyove EMS coteayen-A tdi ©1997-2009,Vijay K.Verma.All Rights Reserved.15 Notes: +gl Yon lol fo be in the ilecopya'onhlbhea |es dei ap lc eo Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Five Basic Elements of Project Management pot”Having the right.people.|freedtdye matHavingtheright.-peo le.PredHavingtheright.'gee.Te m themSettinguptheinuteUsingtherighttebeteneewi leet |@ Projects are done by pesplt...-not sl. ©1997-2009.Vijay K.Verma.Ali Rights Reserved.16afFYSNR>Notes:ably fpatawtiainiTeun,tulle -unt had vit hing.tiovoles:pe nia ied felorgantloShafponpr)Yay Gen YomChampions)breed road blocs?7Thetevestoos,Gutsttong :aA '7 zd oe YY pa LreadenAeeliefl3-2 ke SHO Lornmelfe .4On,é rnWhatsnitforWat7ly Emsthe f (F isp SSUES)prepared by TOM."50°Charpincen WIN7 MeCopyright1997-2009.Vijay K.Verma.All Rens Reserved.)Tank im"fs arb"te laane AeCMémpion, Model for Effective Project Human Resource Management "ee LEADERSHIP.70 os tabturel Ambience, 7Cultural Ambience (internal &external)impacts Project Human Resource .an Management,aas well as influencing Teamwork,Leadership,and : ae :7 Communications.)*oe Hence,effective Project Human Resource Managementis a functionofTeamwork,Leadership,Communication,and Cultural Ambience " ©1997-2009.Vijay K.Verma.All Rights Reserved.17 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Agoutces fe heh,re Z WW'.frhe:CorrWwh.cea okes.com hy ha bealres Aoge+tcf7GheABiteotheLapa'by Fahan fileleas.ec 5-}o pdutiory (0-70%153 Alligs Module 2 Power,Influence,&Politics in Project Management ©1997-2009.Vijay K.Verma.Ali Rights Reserved.18 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Power,Influence,and Politics "Use power wisely and kindly,because the human spirit is fragile.”--Anonymous Using owe SUNN IAL osu effectively,while favorablyNAVIGATING.......ssscssccssessesseresensceeeey IS an ESSEntial factor for project success. »Power is one of the most important factors in project human resource management. *Politics are inevitable in project environments. "Skillful politicking and power brokering are vital ©1997-2009.Vijay K.Verma.All Rights Reserved.19 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Objectives \ After completing this module,you should be able to: Understand the importance and dynamics of power and politics in project management Describe two main components of power Identify and evaluate eight forms of power Describe characteristics and outcomes of power Develop strategies to increase your total power ©1997-2009.Vijay K.Verma.All Rights Reserved.20 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Objectives (cont'd) After completing this module,you should be able to: "Identify various types of political behaviors «Analyze key stakeholders based on trust and agreement "Develop strategies to convert your adversaries andopponentsintoyourallies #Manage politics at the project level «Manage politics at the upper management level ©1997-2009.Vijay K.Verma.All Rights Reserved.21 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Power and Influence Power is the ability/capacity to influence others. «"The more Pawn...you have,and you also knowhowto30....0F 0.0...effectively,the ..Q¢J7€(....able you are to get the job done. «Project Managers have enormous responsibility ,but not enough direct authority «"To succeed,Project Managers must learn to use ANTON oecene effectively =Exercise JMtL4tne.....,rather than ..A4/A7 ©1997-2009.Vijay K.Verma.All Rights Reserved.22 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. What is Power? oan:is thejana weerhes to do:.iyete aasWiYes.tM eth ree.When do you have powers ttees.Metien..2 Power and Politics in project management are very important,but these are less discussed than most other topics. ©1997-2009.Vijay K.Verma.All Rights Reserved.23 Notes: What cool voy do to mininive fhe pogitelermerdofpoliticpenYourppdl Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Components of Power Formal /Positional Power Total Power =+ Informal /Personal Power .OL,Power ¢Given /Granted by the organization ¢Based upon the position .AIM co Power ¢Earned by the individual*Based upon knowledge,expertise, and professional reputation ©1997-2009.Vijay K.Verma.All Rights Reserved.24 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Using Power 4.Gut .lhasl / | |gett 5...Lee...Spar tewstiee more Dugorcu ©1997-2009.Vijay K.Verma.All Rights Reserved.25 Notes:!pata coll fr th onens Ht ht pape,vo be sbsted Vou lnutunéatros SLY au yoy Inpsalbt: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Exercise Formal &Informal Power Think of some project examples and... a)Identify ..................0e00 YOU USE ......ceceeeecneee power,and what was the ..........ccesecssssene 2 a)Identify ............cececeseeeee YOU USO 22...ceeeeeeeevees power,and what was the ............ses00? ©1997-2009.Vijay K.Verma.All Rights Reserved.26 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Eight Forms/Sources of Power 1.Legitimate Power 2.Reward Power 3.Coercive Power 4.Referent Power 5.Expert Power 6.Information Power 7.Contacts /Network Power 8.Persuasion Power ©1997-2009.Vijay K.Verma.Aji Rights Reserved.27 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Legitimate Power |1 || Director of vP vP vP vP Projects Marketing Finance Administration Engineering |_|Project Mgr wk A +> |_|Project Mgr A B > |_|Project Mgrc ©1997-2009.Vijay K.Verma.All Rights Reserved.28 inl pus at_o PM.Le batikryaddtalMudnwiltinvieidletadunte0irwilbe_avacled whun {ii hoe ot Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. More About Power SdDynamics of power is complex Forms of power are interrelated and overlap¢¢Power can be derived from... =Formal authority -Erma |expe pre).unKnowledgeandexperienceQinjIndividualcharisma- /e dtrship sbills Through others -powa ° <°c3oy<5]°=oO-*oy53oy)<5i)lou°==©1997-2009.Vijay K.Verma.All Rights Reserved.29 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. More About Power conva 5dys ee power holder and the whole group canONL odU°=oOin|ai}yo)=>@oi|a[e)fe)Qa"0=logeV)"o.c ]ot.>ziAYAQxNa.Sdfy-:¥92=38.<a¢Power ,authority,influence,and control are interrelated '"People have poweronlyberAL.PCE e NL Le essesesneensssenenns ©1997-2009.Vijay K.Verma.All Rights Reserved.30 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Outcomes of Power Each form/source of power leads to certain response from project personnel in terms of their level of commitment,compliance,and resistance. Committnst |Compliance Resistance High «--_-s_Motivation to increase ..........sssssce0u --»Low Most <------Potential ..........scsssesscesceens -_-->>Least Keys to effective use of power =Appropriate choice of PM Lede -.Hike Hat ee eeeeeee execution of poweraNpre©1997-2009.Vijay {Verma.All Rights Reserved.34 Notes:Ay a Eu,you shin 2d Yau tom Shires Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Exercise Outcomes of Power On a scale of 1 (unlikely)to 5 (most likely),identify the C259 level Of ......ccccccccccceccessececneuarersceesecsceceeesensusesussecessnoner as outcomes of various forms of power. Power Source (om tne Z Corpliaree |bits ag. Legitimate 2 a Reward Coercive Expert Referent Information Network Persuasion ©1997-2008,Vijay K.Verma.All Rights Reserved.32 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. The Project Manager &Power Project Managers have enormous responsibility,but limited formal authority. Total Power = Formal /Positional Power +Informal /Personal Power «The more power you have,and you know how to use it effectively,the better you can manage your projects. «You can increase your total power by increasing any of the eight forms of power. «=Project Managers must choose their appropriate Lees.Which Fed en------_-no -$ *The 4(hewern...and their ."aM™UM.level*The metenthy level sesees of project personnel.ke ©1997-2009.Vijay K.Verma.Alt Rights Reserved. Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. The Project Manager &Power ¢Skillful and thoughtful execution.of power leads to successful results.It requires: =better interpersonal and felteaten...skills=effective Genboestiallon,Agatiolien and positivereinforcement. +Lerma pesitond power can only be increased by going up the management ladder. ¢Project Managers and project personnel should work on increasing their pers nMAd.power. (It is the most effective strategy) ©1997-2009.Vijay K.Verma.All Rights Reserved.34 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Exercise Characteristics of Power Characterist Identify the forms of power that matches each of the characteristics ic Forms/Sources of Power "Degree of control *Position in the =Reward,Coercive,Legitimate »Reward,Legitimate,Referent organizational hierarchy «Professional reputation =Expert *Knowledge and «Expertexperience(widely accepted) "Leadership abilities *Referent,Expert *High quality results «Persuasion =Effectiveness potential =Referent,Expert,Persuasion «Gives you compliance -*Reward,Coercive,Legitimate =Resistance =Coercive,Legitimate ©1997-2009.Vijay K.Verma.All Rights Reserved.35 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. «Affecting the...!it fA And Na..ofsiothersinsomedesireddirection. (towards 1 MYowe direction) :Opinions,Viewpoints,Expectations :Emotions,Feelings,Attitudes °fatons..:What people do (final outcome) =Quality of influencing depends upon the .efi lL28.c,7 formal peer ->Shai tam goin ©1997-2009.Vijay K.Verma.All Rights Reserved. il} 36 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Why Influencing? «Very important skill for project managers, because: ¢Project managers have a lot of responsibility butnotneydirect..Yeates loreyy*Artof itsueg...sees becomes important because*Information (to make decilore.alle*Resources (34 proper thi.set and 4M+Agreements (that will be .canueg..Yn |Tyrer PY by ws a*Approvals/Green light(to stay 15thOchs tt Cog +Support and AH...Ves ln Pa.pp .issues and ure-_problems --:SLIDLeLASt ©1997-2009.Vijay K.Verma.All Rights Reserved.37 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Power and Influence (Using Power)=Power:eed.to influence *The key to successful influencing is how effectively we use the power we have+Influence =Hatlng Prcta.t.Exernil Lower Tonwar|Power "nn oly aro oe ce aeonjfionnExercisingExercisingbiCow Short term Long term Influencing Influencing Dx ramus 4 POM...is the key to successful influencing ©1997-2009.Vijay K.Verma.All Rights Reserved.38 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Ten Guidelines to Increase Personal Power Develop a reputation a1.An.enpil.Rely on successful Juck.reend veeeeneCreateasensedhidebilielenMeo'/ul teGetstakeholders'Lemna nent.sesssenaee Increase your knowledgealtagangetndibis fre collatehecesssesaeescesene es) ©1997-2009.Vijay K.Verma.All Rights Reserved.39 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Ten Guidelines to Increase Personal Power conta) Develop and a nefwek.frwea seeeaeeeesDevelop.Alc pets 4 Sle seseeesenens hi rs sdf dteefaIncreasethe.prrbithenutlo your project 4 LYE .Buildahigh performance team by:|..preg"va "6g ths eAnil...terete ) .oa)Ue,(at tan) -bereManramflanWootnpotent)Pee Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Organizational Politics "Politics is the science candart...)of who gets,what,when,and why.” -Sidney Hillman «What is organizational politics? "Politics are inevitable in a project environment *Politics can be both positive and negative °Dedede ww es a"Peer edad eh tly "We Ley wild itis _el.tic wi ,!vo "afeqies ¢G0abs dekirel,4Mareiieee»tal bark 5kControlnydRev.%Build adiances "ponest)be Lustomersrd4owebyJookeisadnShonundated gut nebyAGenuineContehForigen ,"thy Latah sae a tathyoee nope+"usta hy .y%Aco am LeyC*Patnew (nt ge ,4 a y) [+system,Diplomacy -ett he have'4y T My Why,,¥Commit oe Io qual7%Mentorshp presromTRowen,in Prmelion SH Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without parwrittenBinbraw Col Vij ”hysay More on Organizational Politics °Types of political behaviors odWhy do we have organizational politics? How to torteoaveceeeee political behavior?Who .Enya.in.ag ty politics?Three positions regarding political Motion.:1."he.Naive sesutsesuesassesaresens wT SH co a teflill nahh ©1997-2009.Vijay K.Verma.All Rights Reserved.5CdBd42 iyMe D free trom puar'thaed |coercionQfar *econ SqrFe 3)pata vdestend v Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Three Simple Truths of Life 1g aepale Pasew Lapin 1 FeghbyInkustmati wat 8 pn ie paredhasuppedwhe?they voae. bcs 6Is ort tleX25197-2009.Vija 43 Notes: Let You pe pautiajek Gin Yh cuafinthuphuldul,Abe:lo oh'ban!th jaHowdopA gat lomnteert-fromsaglCinvole.od jayhoe @(the,cometa/masa&lonSengus_ig is moet bron fegy tr baletaeprierissces15gimFgh Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Types of Political Behaviors Grouped by O.B.scholars in the following categories:TyPt OF Forirlesaae Attacks or .abn.others Ney to .eee .information Nex PF .{atl seeeeees information Na fF ©TOCMMA.coalitions N +P"fttie contacts (networking)P «Developing a sense of _ololigationie|P =Managing.Inipressionshaseeeeeeeaeeees Nor P «Others..-_©1997-2008.Vijay K.Verma.All Rights Reserved,44 | Notes:chaning Puig up a smce screenTraefedehatepg=f)a]x Forming Contin V7 ARGS WN*riominded for beudads (Favortisw)N Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Exercise Political Behaviors and Their Impacts identify four political behaviors that you have 4 experienced the most in your project/organization. a)What...........se eaneeseneeaesess ? €@)HOW WOUI YOU ......cccecececssecseceneceseensnes ? ©1997-2009.Vijay K.Verma.All Rights Reserved.45 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Why Organizational Politics? TANCE.ESOUSComplex;bale pat prejeks,Priori tte....andResthatuslng.(dus Yo Privatiachinnth beepee hake der )Mergers,.'tient.toch joi,Ana 'Golturdl.......issues (..sintnenwd /extetr4|blerahve.....sateee for political tacticsKulateryA)ee requirgme1Tate...warsY empire buil aExter.NAX...projects Others... ©1997-2009.Vijay K.Verma.All Rights Reserved.46 .tI .Notes:,Reward ayiteme based von avoeticmSetonmanlsgemendwateYoDrundToksm Ge]je a fenple »Fés tsetnthaes Fesondl (neecutity lom$}on r +fCopyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. How to Control Political Behavior .Estabjsh Wi...to sded 7 privitce...projectsandg)TTT navee scarce resources .¢Introduce .rewas....that encourage 4!egseuuenansinformation¢Avoid certeataadoy ween of power among few fn¢Team Aad...and organizational yal neaee EstishouldWeveny,seaes negative politics.nul the baby sharksoHite...people with high mworal valle...*Consider calture a aspects ©1997-2009.Vijay K.Verma.All Rights Reserved.47 Notes:Chowh m Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Exercise Minimizing Negative Impact of Politics In your project experiences... a)Identify two main conditions /reasons ©1997-2009.Vijay K.Verma.All Rights Reserved. Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Managing Project Politics (What should management do) ©1997-2009.Vijay K.Verma.All Rights Reserved.49 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. ighakeaa6U Managing Project Politics What should management,do),a tay LUE hh ie | hack p::/ LoS: :7 Aronesty wieWal pupaeTalusLobe-«Fis Your prbli Notes:b.No tree passerdtrd eden ll hi wat Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. T fogettertteMmore Managing Project Politics (What should you do as a PM) _ 1997-2009.Vijay K.Verma.All Rights Reserved.51 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Managing Project Politics (What should you do as a PM) ©1997-2009.Vijay K.Verma.All Rights Reserved.52 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Who Engages in Organizational Politics? A 2 Three characteristics are... Power hun ,.....individuals (by unfair means) People with Machintellin......Values lite.and nf.employees ©1997-2009.Vijay K.Verma.All Rights Reserved. People with internal nds...of control (via Al 53 y hus) Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Three Positions Regarding Political Behavior ©1997-2009.Vijay K.Verma.All Rights Reserved, Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Exercise wesucsvvcessscussses Political ...................Of ::Think of your sana a ia and...a)Identify.Mb,}b)Why do 'tae How. c)What de»fpey gegenerally .07..life that./their .. ©1997-2009.Vijay K.Verma.Ali Rights Reserved,§5 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Managing Politics at the Upper Management Level :i ¢Very important|¢Must be managed at whee .m>n==xraoTne>®-oe-s)=©a©no}sa}@QO+4i|2DLtCc”©am=te.gmtmmittee orProject 'aunts seveaeesM....aside.'liebe sessneveuesexperts(leblyits ark ittcler'......)Protect.reEngage. ©1997-2009.Vijay K.Verma.All Rights Reserved.56 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Managing Politics at the Project Level bales("i gupo ele cnenson of"Ewer....top management support Pann«Use strategic Dail ema (plan)=Develop personal POMEL.wer...(imprrab poorer)-|.your team members ./nUéeé their mntoprrek pe.Buill...a highly committed ...7¢2™Cage J pended Fens)«Establish reed reba benentre.Yew oh..(Meclirgg Gconthcys peaterd,bblen y=)Prepare well Project team is a major power base of the project manager ©1997-2009.Vijay K.Verma.All Rights Reserved.57 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Building Support for Your Vision/Project ¢Three steps approach: 1.Exe...vision,purpose ye project goals2.Affirm or negotiate .AAicwn......3.Affirm or negotiate it (Enhancing That and..runnd.)«=Trust Covi ft he nflunsbtwedasteigPang» Agreement-mufial¢Managing ee and ers ©1997-2009.Vijay K.Verma.All Rights Reserved.58 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Managing Project Stakeholders (Enhancing Trust and Agreement) mame Anesas Anveratis GyfononttowLoweThustflimethyhemsAgsett/lo ayfeemtt Low TRUST High ©1997-2009.Vijay K.Verma.All Rights Reserved.59 TRA 15 rors Vbu Peupectoir hi 7 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Strategies to Deal with Stakeholders Share aur VIS f Handa. hh teal ih edesse )e Inwlt them .gatly....in our projects.@ Allies must be thented...and cubtitated. e Be pesillie eas and.nadelul...for their challenges.© disftn.....to them taretally...and then,pe A your answers. ©1997-2009.Vijay K.Verma.All Rights Reserved.60 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. 3. 4. Strategies to Deal with Stakeholders ¢(conra) fol {1lan ©1997-2009.Vijay K.Verma.All Rights Reserved.61 Notes:Ny cemnt be c sford ba SouMeyaistedmoeohfexeaKipjtMylithe717 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Strategies to Deal with Stakeholders (onra) 5.Adversaries tte nd ufpid"csHovedo BEXthelrthecalrfoeseeeetheirpositionina.baleryee'A\ov"actions.-Do 3ald seen people asceseeeiiaanceaceeenenenestoo quickly. ©1997-2009.Vijay K.Verma.All Rights Reserved.62 NOtS!Difiulh to dol valHhMastenaneepple lr Li fessopali Lh wih LH Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Project Leader or Project Manager? Is there a difference? Which is more important? Howis it related to project life cycle? Reference = Vijay K.Verma and R.Max Wideman,Project Manager to Project Leader and the Rocky Road in Between,(from the Proceedings of the 25th Annual Seminars &Symposium of the Project Management Institute),Upper Darby,PA:Project Management Institute,1994,pp. 627-633. ©1997-2009.Vijay K.Verma.All Rights Reserved.63 %Stott The fel,pide Lf plebrgertlexDdpotCdileriditeotpass €Do pot rehe Yu ust*Pe silent and look.rate Wain oye Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Roles of Leaders and Managers Pa <n ee <é _:2 Ds, f°Project Manager |,Project Leadera _ se oy 7 -E *Plan veascccssessscernase J A+Set...|Organize oo. F SY einspire ceceCoYeAlisees 4|*Execute i.IGT oo ccesssececees :4 +Monitor/Control :ay cz 0 Motivate .eee |7 ©1997-2009.Vijay K.Verma.All Rights Reserved. Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Project Leadership - "In a Nutshell” Listen to your ............and the ................ ©1997-2009.Vijay K.Verma.Ail Rights Reserved.65 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Module 3 Summary and Wrap-Up Discussion ©1997-2009.Vijay K.Verma.All Rights Reserved,66 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Power,Influence,and Politics Summary and Review 1.What useful information did you get in this workshop? 2.What is the impact of not recognizing the importance of power,influence,and politics in your project management environment? You will find yourself in trouble!! ©1997-2009.Vijay K.Verma.All Rights Reserved.67 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Power,Influence,and Politics Summary and Review Briefly describe eight forms (sources)of power. =See slide 20. =See handout (Eight Sources of Power) Do you feel that you lack the power for managing your projects effectively? Somewhat......, And I can always use more!! ©1997-2009.Vijay K.Verma.All Rights Reserved.68 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Power,Influence,and Politics Summary and Review 5.How would you increase your personal power? «See slides .477.47 "Refer to group exercise 6.What are different types of political behaviors and how would you control them? =See slides ..44.4.47 =Refer to exercise on slide 4 ©1997-2009.Vijay K.Verma.All Rights Reserved.69 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Power,Influence,and Politics Summary and Review 7.How can you use the knowledge you gained in this workshop to increase trust and agreement among your project stakeholders? «Use collaboration and persuasion power =Communicate effectively and Listen actively (builds trust) »Use documentation (facilitates and helps enforce agreement) "Be trustworthy and remember WIIFM (builds trust and facilitates agreement) ©1997-2009.Vijay K.Verma.All Rights Reserved.70 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Power,Influence,and Politics Summary and Review 8.What will you do differently after this workshop to convert your adversaries and opponents into your allies? 59-62.=See slides ..........c00 ©1997-2009.Vijay K.Verma.All Rights Reserved.71 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Notes and Action Planning Sheets 4 What are the most important things |learned today and :how can |apply them. ok ounopelneeps Wi DayTairanecof2farejucly1beowed.jediFind«dlungion, ©1997-2009.Vijay K.Verma.All Rights Reserved.72 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Notes and Action Planning Sheets What are the most important things |learned today and how can |apply them. be htcall Sensible jn managirgMustyounieWihaiveaboutpolhilsDodbeasuccesskAAarrogtr4aPrueEMohecseau 5.Wath wt Ar shade f use Champions FofondAEYerabocks ;had ver avd!6.Fird of your org dnyahons pel Sshoky ;.erat}You projekt gu}Ha kys.to pot”achYhahhicds,ook f strategies.gcse oq mer tealfoi;tie §Are need le;Al clipe F a Pye Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Notes and Action Planning Sheets What are the most important things |learned today and how can |apply them. ©1997-2009.Vijay K.Verma.All Rights Reserved.74 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Notes and Action Planning Sheets 3 What are the most important things |learned today and4howcan|apply them. 10. ©1997-2009.Vijay K.Verma.All Rights Reserved.75 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Notes and Action Planning Sheets What are the most important things I learned today and how can |apply them. 13. 14. 15. ©1997-2009.Vijay K.Verma.All Rights Reserved.76 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Thank You! Notes: Zul wilh Shaul Me PinbyuyMtLay Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. References (Cont'd.) 1.Vijay K.Verma.1996.Human Resource Skills for the 4 Project Manager.Upper Darby,PA:Project Management Institute,pp.231-243. 2.Adapted from Robert B.Youker.1990.Power and '4 Politics in Project Management,Workshop presented at the INTERNET Conference in Vienna,Austria (July); and later also published in 1991 PM Network (May)pp. 36-40;and Jeffrey K.Pinto.1996.Power and Politics in Project Management,Upper Darby,PA:PMI. ©1997-2009.Vijay K.Verma.All Rights Reserved.78 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. References (Cont'd.) J.R.P.French,Jr.and B.Raven.1960.The Bases of Social Power,in Group Dynamics:Research and Theory,Second Edition,eds.D.Cartwright and A. Zander,Harper and Row,New York,pp.607-623;C.A. Schriesheim,T.R.Hinkin,and P.M.Podsakoff.1991. Can Ipsative and Single-Item Measures Produce Erroneous Results in Field Studies of French and Raven's Five Bases of Power?Journal of Applied Psychology 76,pp.106-114. T.R.Mitchell.1978.People in Organizations: Understanding Their Behaviors.New York:McGraw- Hill. J.P.Kotter.1985.Power and Influence.New York: Free Press. ©1997-2009.Vijay K.Verma.All Rights Reserved.79 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. References (Cont'd.) Steven L.McShane.1995.Canadian Organization Behavior,Second Edition.Chicago,IL:Richard D. Irwin,Inc.,pp.355-375. Peter Block.1988.The Empowered Manager:Positive Political Skills at Work,Jossey-Bass Publishers,San Francisco,pp.137-160. R.W.Allen,D.L.Madison,L.W.Porter,P.A.Renwick, and B.T.Mayes.1979.Organizational Politics:Tactics and Characteristics of Its Actors,California Management Review 22,pp.77-83;and V.Murray and J.Gandz.1980.Games Executives Play:Politics at Work,Business Horizons,pp.11-23. ©1997-2009.Vijay K.Verma.All Rights Reserved.80 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. References (cont'a,) C.Hardy.1990.Strategies for Retrenchment and Turnaround:The Politics of Survival,Berlin:Walter de Gruyter,Chapter 14;S.C.Goh and A.R.Doucet.1986. Antecedent Situational Conditions of Organizational Politics:An Empirical Investigation,Proceedings of the Annual ASAC Conference,Organizational Behavior Division 7,pt.5,pp.77-86;T.D.Jick and V.V. Murray.1982.The Management of Hard Times: Budget Cutbacks in Public Sector Organizations, Organization Studies 3,pp.141-69;and J.Gandz and V.V.Murray.1980.The Experience of Workplace Politics,Academy of Management Journal 23,pp.237- 51. ©1997-2009.Vijay K.Verma.All Rights Reserved.81 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. References (conta.) Jeffrey K.Pinto.1994.Successful Project Management:Do you know your politics?PM Network (July)Upper Darby,PA:Project Management Institute;and also Jeffrey K.Pinto.1994.Successful Information System Implementation -The Human Side,Upper Darby,PA:PMI,pp.118-122. L.W.Porter,R.W.Allen,and H.L.Angle.1981.The Politics of Upward Influence in Organizations, Research in Organizational Behavior 3,pp.120-22; and R.J.House.1988.Power and Personality in Complex Organizations,Research in Organizational Behavior 10,pp.305-57. ©1997-2009.Vijay K.Verma.All Rights Reserved.82 Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. References (conva.) Verma.1996.Human Resource Skills for the Project Manager,pp.211-215,219-230. Adapted from Tom Peters and Nancy Austin.1985.A Passion for Excellence.New York,NY:Warner Book, A Warner Communications Company,pp.418-421; and R.Max Wideman and Vijay Verma.1994. Effective Leadership and Management of Project Human Resources,PMI'94 Workshop. Vijay K.Verma and R.M.Wideman.1994.Project Manager to Project Leader?and the Rocky Road Between.Proceedings of the 25th Annual Seminar/Symposium.Upper Darby,PA:Project Management Institute,pp.627-633. ©1997-2009.Vijay K.Verma.All Rights Reserved.83 Notes: Copyright 1997-2009.Vijay K.Verma.All Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Good Luck in Increasing your Power and Influence and Managing your Politics Effectively! Notes: Copyright 1997-2009.Vijay K.Verma.AIl Rights Reserved. Do not copy without prior written permission of Vijay K.Verma. Whit are urn colludeyun pois infecthane§ yoy.Notes.........' 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