Project Manager and Project

Team
Understanding the Project Manager Role, Team Development, and
Effective Project Leadership
 Today's Agenda
1 Project Management vs General
Management
Understanding key differences in scope, authority, and
approach
2 Role of the Project Manager
Facilitator, enabler, communicator, and negotiator

3 Characteristics of a Good Project

Manager
Essential skills, competencies, and leadership
4 Stages of Team
qualities
Development
Tuckman's model: forming, storming, norming, performing, adjourning

5 Promoting Teamwork through Planning

Participative planning methods and collaborative techniques

6 Team Issues and Solutions

Common challenges and conflict resolution approaches

7 Case Studies & Interaction

Practical application and group discussion
 Section
1
Project Management vs 1
General Management
Understanding the fundamental differences and unique challenges

Exploring how project management differs from general management in scope,

approach, and execution
 General Management Overview Scope of General Management
Focus on ongoing operations rather than temporary
Definition endeavors
General management refers to the overall Emphasis on functional expertise within specific
administration of an organization's operations and business areas
resources to achieve business objectives through Responsibility for day-to-day administration and
planning, organizing, leading, and controlling. business continuity
Authority over direct reports in traditional
hierarchy
Key Responsibilities Accountable for departmental performance and
Strategic Planning: Setting long-term goals and business operational excellence
direction General Manager's Position

Resource Management: Allocating human, financial, and Board of Directors

physical resources
CEO
Team Leadership: Motivating, directing, and developing
staff
General Manager
Process Optimization: Improving operations and
workflows
Dept Dept Dept
Performance Monitoring: Tracking KPIs and Head Head Head
implementing controls Team Team Team
Members Members Members
 Project Management Overview

Definition
Project management is the application of knowledge, skills, tools, and techniques to project activities to meet
the project requirements. Projects are temporary endeavors undertaken to create unique products, services,
or results.

Key Characteristics of Projects

Temporary: Has a defined beginning and end
Unique: Creates specific deliverables, not routine operations
Progressive: Developed incrementally with increasing detail
Constrained: Limited by time, cost, scope, and quality

Cross-functional: Involves multiple disciplines and departments

Key Differences: Project vs General Management
Categor Project General
y Management Management
Scope & Duration Temporary with defined beginning and Ongoing operations without definite end
end

Authorit Limited authority in matrix Direct authority in hierarchical structure

structure; relies on influence

y Focus Specific deliverables, objectives, Functional expertise and operational

and unique outcomes excellence

Resource Cross-functional teams assembled for Departmental staff with specialized

specific project needs skills

s Detailed project plans with fixed Strategic and operational plans with
schedules and milestones regular reviews

Plannin
Success Meeting scope, time, cost and Operational KPIs, efficiency,
Criteria quality targets (PCTS) and continuous improvement

g
The project manager is responsible for the "exception" rather than the rule, while general managers typically
handle routine operations within established structures.
 Authority and Reporting Structures
Project managers and general managers operate under different authority structures and reporting relationships.
While general managers typically have direct authority over their team members, project managers must navigate
matrix environments with limited formal authority.
Traditional Hierarchy (General Matrix Organization (Project
Management) Management)
General Project
Manager Manager

Dept. Dept. Dept.

Head Head Head Team Member Team Member Team Member
(Engineering) (Marketing) (Finance)

Team Team Team Team Team Team

Member Member Member Member Member Member
Engineering Marketing Finance
Manager Manager Manager

Key Key
Characteristics: Characteristics:
Direct Authority: Clear chain of Dual Reporting: Team members report to functional and
command project managers
Permanent Structure: Stable reporting relationships
Limited Authority: Relies on influence rather than
HR Authority: Hiring, firing, performance direct control
reviews
Temporary Relationships: Team assembled for project duration
 Management Skills: Similarities and Differences
Project General Management
Key Insights management
Shared
Project and general managers Skills Long-term
Detailed Worked Strategy
require different skill sets reflecting Breakdown
Risk Staff
their unique roles, while sharing Management Leadership Development
Communication
fundamental management Stakeholder
Engagement
Continuous
Improvement
Decision making
competencies. Schedule Control Department
Negotiation
Change Leadership
Skill Development Management Team Building Policy
Approach Development
Project managers focus on temporary, Cross-functional
Operational
cross-functional initiatives requiring Coordination
Oversight
specialized skills

General managers develop broader

skills for ongoing operational
excellence Skill Adaptation Between
Both roles benefit from leadership Roles
Project managers moving to general management positions need to develop
training and people management
longer-term strategic thinking and ongoing operational expertise. General
skills
managers transitioning to project roles need to strengthen their temporary
Pro Tip: Understanding this overlap team leadership and specialized planning techniques.
creates career mobility between
roles
 Section
2
Role of the Project 2
Manager
Delving into the core role and day-to-day responsibilities of the
project manager

Understanding how project managers lead, facilitate, and navigate

complex projects to successful completion
Project Manager: Key Responsibilities

Overview
The Project Manager is
responsible for leading the project
team to achieve specific objectives Core Responsibilities
within defined constraints of scope,
 Project Planning: Developing comprehensive
time, cost, and quality. The role
project plans with team input
blends technical knowledge with
 Team Leadership: Building, motivating, and
leadership, communication, and
guiding cross- functional teams
facilitation skills.
 Stakeholder Management: Engaging with all
parties impacted by the project
 Resource Coordination: Securing and
managing resources across departments
 Risk Management: Identifying, analyzing, and
mitigating project risks
 Project Manager: Key Responsibilities
PM as Facilitator PMBOK Process Groups
 Enables team success rather than Initiating
performing technical work
 Acts as a buffer between the team and Plannin
external pressures
 Secures resources and support for team g
members
 Removes obstacles and roadblocks to Executin
project progress
 Creates an environment for g

productivity and collaboration

Made with
Genspark Monitoring &

Controlling Closing
 Project Manager vs Technical
While bothLead
roles are crucial for project success, they focus on different aspects of the project and require different skill sets:
Area Project Manager
Project Manager Technical Lead

Overall project delivery, timeline, budget, Technical implementation, solution

Primary Focus scope, and stakeholder management architecture, code quality, and technical
standards
Project management methodologies, planning, Deep technical knowledge, programming
Required Expertise risk management, communication skills languages, technical tools, technical best
practices

Team Relationship Leads the entire project team across different Leads the technical team members
functions (developers, engineers)
Project scope, resource allocation, timeline
Decision Making Technical approach, architecture decisions,
adjustments, budget management
technical tools and practices

Communicates with stakeholders, clients, and Communicates technical details to the team;
Communication team; translates technical concepts for non- collaborates with PM to explain technical
technical audiences constraints
On-time, on-budget delivery, stakeholder
Success Metrics Technical quality, solution effectiveness, code
satisfaction, meeting project objectives
maintainability, performance
Effective Collaboration
The most successful projects feature strong partnership between PMs and Technical Leads, with clear role boundaries and
mutual respect for each other's domain expertise.
 Facilitator and
Enabler
The PM as an Enabler
The project manager's primary role is to enable the team to do their best work. Rather than performing technical
work themselves, they create an environment that allows team members to apply their expertise effectively and
efficiently.
PM's Enabling Process Flow

Understand Team Needs & Project Requirements

Secure Necessary Resources

(budget, tools, information, time)

Remove Obstacles & Buffer External Pressures

(organizational barriers, conflicting priorities)

Facilitate Collaboration & Decision-Making

(meetings, communication channels, conflict resolution)

Support Team Performance & Goal Achievement

(recognition, monitoring progress, removing roadblocks)
Facilitator and
Enabler
The PM as an Enabler
The project manager's primary role is to enable the team to do their best work. Rather than
performing technical work themselves, they create an environment that allows team
members to apply their expertise effectively and efficiently.

PM's Enabling Process Flow

Key Enabler Responsibilities Benefits of the Enabler Approach

Buffer the team from external Increased team autonomy and
disruptions empowerment

Obtain scarce resources that team Better resource utilization and

members need allocation
Higher team satisfaction and
Facilitate communication between productivity
team members Improved project outcomes and
stakeholder satisfaction
 Communication Management
Communication Responsibilities
Project managers spend 75-90% of their time communicating, serving as the
central hub for information flow between stakeholders, team members, and senior
management.
Key Communication Functions
 Upward Communication: Status reports, issue escalation, resource requests to
senior management
 Downward Communication: Direction, feedback, and priorities to team members
 Outward Communication: Updates, expectations management, and relationship
building with clients and stakeholders
 Communication Planning: Creating strategies for who needs what information,
when, and how
 Meeting Management: Organizing effective team meetings with clear agendas
and actionable outcomes
 Stakeholder Management
Stakeholder Management
Principles
 Identify all stakeholders early in
Stakeholder Map
the project lifecycle Clients/
Senior
 Analyze their interests, influence, Management Customers

and attitudes toward the project

Project
 Prioritize based on power, Manager

interest, and potential impact Team

Members Vendors/
 Engage with tailored Suppliers
Regulatory
communication strategies for Bodies
each group
 Monitor stakeholder
relationships throughout the Stakeholder Map
project
 Conflict Negotiation

Common Sources of Project Conflict

 Schedules & Priorities: Competing deadlines and resource allocation
 Scope Changes: Disagreements about project requirements
 Technical Issues: Different approaches to problem- solving
 Limited Authority: PMs having responsibility without authority
 Interpersonal Issues: Communication styles and personality
differences
PM's Approach to Conflict
 Be Proactive: Address conflicts early before escalation
 Focus on Issues: Separate people from problems
 Seek Win-Win: Find solutions benefiting all parties
 Document Resolutions: Record decisions and follow up
Problem Solving
Conflict Resolution Strategies
Collaboration (Win-Win)
Working together to find a solution that fully satisfies concerns of all
parties
Best when: Building long-term relationships and addressing complex issues
Compromise (Partial Win-Win)
Finding middle ground where each party makes concessions
Best when: Time is limited or temporary solutions are needed

Accommodation (Lose-Win)
Conceding to other party's position to maintain harmony
Best when: Issue is more important to others or maintaining
relationships
Forcing (Win-Lose)
Using authority, power, or majority rule to impose solution
Best when: Quick decisions are needed in emergencies

Avoidance (Lose-Lose)
Withdrawing from the conflict situation
Best when: Issue is trivial or time is needed to cool down
 Section
3
Characteristics of a Good 3
Project Manager
Exploring the essential soft and hard skills required of effective PMs

Identifying the key attributes that separate successful project managers

from the rest
Top Qualities of Successful Project Managers

According to research from PMI and project management literature, successful project
managers exhibit these essential qualities and characteristics:

People Skills
Excellent communication, ability to "Closer" Mentality
motivate, and interpersonal savvy The ability to complete tasks and
are considered the most critical deliver results consistently; follow-
skills. through on commitments.

Credibility Problem-Solving
Technical and administrative Strong analytical thinking and creative
credibility with both team members approach to resolving complex project
and senior management. challenges.

Leadership
Ability to inspire, provide vision, and Ethical Standards
adapt leadership style to different Strong commitment to honesty,
situations and team members. integrity, and professional ethics that
builds trust with all stakeholders.
 Communication
Effective Communication
Project managers who excel at communication create an environment of trust,
clarity, and shared purpose.
Communication is the foundation for team motivation and engagement.

Communication Strategies
 Active Listening: Give full attention, acknowledge concerns, validate perspectives
 Regular Team Meetings: Structured updates, clear agendas, actionable outcomes
 Documentation: Clear, accessible project documentation and knowledge sharing
 Feedback Loops: Create channels for continuous improvement and input
 Transparency: Share both successes and challenges honestly
Motivation
Motivation Framework Delegation: The Art of
Empowerment
Recognition & Rewards
Acknowledge achievements publicly Assess strengths and weaknesses of
team members before assigning
Growth Opportunities
tasks
Provide challenging tasks and learning
Define clear expectations including
Clear Purpose
deliverables, deadlines, and
Connect work to meaningful goals
quality standards
Support & Trust
Delegate authority along with
Create psychological safety
responsibility
Provide support without
micromanaging
Monitor progress through
checkpoints, not constant oversight
Decision-Making

Analytical Thinking in Project Management

Effective project managers use structured analytical approaches to break
down complex problems into manageable components, evaluate alternatives
objectively, and make decisions based on data and evidence.

Key Decision-Making Competencies

 Critical Analysis: Evaluating information for accuracy and relevance
 Risk Assessment: Identifying potential threats and opportunities
 Systems Thinking: Understanding interconnections between project elements
 Forecasting: Predicting outcomes and long-term implications
 Delegation: Knowing when to seek input or assign decision authority
 Problem-Solving
Creative Problem-Solving Approaches

 Divergent thinking: Generating multiple solution options

 Cross-functional collaboration: Leveraging diverse expertise

 Root cause analysis: Addressing underlying issues, not symptoms

 Analogical reasoning: Applying solutions from other contexts

 Prototyping: Testing ideas before full implementation

 Section
4
Stages of Team 4
Development
Tuckman's model and the role of leadership at each stage

Understanding how teams evolve through predictable stages and how

project managers can effectively guide this process
Overview: The Tuckman Team Development
Model
The Tuckman model describes the predictable stages that teams go through as they develop
from a group of individuals into a cohesive, high-performing team. Originally proposed by Bruce
Tuckman in 1965, it provides a framework for understanding team dynamics and appropriate
leadership responses at each stage.

1. 2. 3. 4. 5.
Forming
Team members get Storming
Conflicts emerge Norming
Cohesion develops Performing
High productivity Adjourning
Project completion
acquainted Power struggles Agreement on rules Autonomous Team disbands
Seek leadership Resistance to Consensus building problem solving Recognition of
direction Strong relationships achievements
tasks Constructive
Test feedback Flexible roles Knowledge transfer
Emotional
boundaries
responses Growing Strategic focus Emotional closure
Excited but trust
Challenging
uncertain
leadership
Polite
interactio
ns

Leadership Approach Across

Stages
Directive Coaching Facilitative Delegative Celebratory
High guidance Address conflicts Encourage consensus Empower team Recognize achievements
 Forming Stage

Definition
The Forming stage is the initial phase of team
Common Challenges
development where team members first meet,
establish initial relationships, and seek to  Anxiety and uncertainty about fitting in
understand their roles and responsibilities within  Unclear expectations about deliverables
 Hesitation to share ideas or take
the project.
initiative
 Superficial communication and
Characteristics engagement
 Politeness: Team members are generally cautious  Determining appropriate team
and polite boundaries
 Ambiguity: Uncertainty about roles, goals, and
expectations
 Dependence: High reliance on the leader for
direction
 Limited Conflict: Members avoid disagreement and
controversy
 Forming
Stage
Leadership Approach
 Directive Style: Provide clear structure,
goals, and expectations
 Facilitate Introductions: Help team
members get acquainted
 Clarify Roles: Define individual
responsibilities clearly
 Answer Questions: Be accessible and
responsive to concerns
 Create Safety: Build psychological
safety for sharing ideas

Note: Team members positioned at a

distance, showing limited cohesion
 Storming
Stage
Definition
The Storming stage is characterized by conflict and polarization around
interpersonal issues as team members compete for position, power, and influence.
It's a critical phase where teams either overcome challenges.

Key Characteristics
 Conflict Emergence: Team members express disagreements and challenge each
other's ideas
 Power Struggles: Competition for influence and position within the team
 Resistance to Tasks: Questioning project goals, methods, and leadership approach
 Emotional Responses: Frustration, anxiety, and defensiveness become common
 Subgroup Formation: Cliques may develop as people seek allies
 Storming Stage
Leadership Strategies
 Use Influencing Style: Persuade
rather than direct; explain the "why"
behind decisions
 Establish Clear Structure: Reinforce
roles, responsibilities, and
decision-making processes
 Address Conflicts Directly: Don't avoid
disagreements; facilitate productive
resolution
 Focus on Common Goals: Remind the
team of shared project objectives
 Build Relationships: Create
opportunities for team members to
connect personally
 Recognize Contributions:
Acknowledge individual strengths
and positive inputs
Norming Stages
Norming Stage

The team resolves conflicts and develops

cohesion, with members accepting each
Effective PM Actions in Norming
other's differences and establishing team
norms.  Encourage team identity development
 Establish clear roles and
- Characteristics: Improved communication,
responsibilities
sense of unity, commitment to team goals
 Focus on positive reinforcement
- Team Behavior: Cooperation increases,
 Develop team agreements for decision-
conflicts resolved constructively
making
- Leadership Approach: Participative style,
facilitate consensus and shared decision-
making
Performing Stages
Performing Stage
The team functions as a well-oiled unit,
with high levels of trust, autonomy,
and interdependence. Members work
effectively toward shared goals.
Characteristics: High productivity,
mutual trust, sense of pride in work
Team Behavior: Efficient problem-
solving, flexible roles, proactive
contributions
Leadership Approach: Delegative style,
focus on empowerment and strategic
direction
Key Transition: From Norming to Performing
Teams that successfully transition from norming to performing show
increased:

Self-Organization Productivity Team Identity

 Adjourning Stage
Definition
The Adjourning Stage (also called "Mourning") is the final phase in Tuckman's
model where the team completes its work, disbands, and transitions team members
to new assignments.

Key Characteristics
 Task Completion: Final deliverables are submitted and accepted
 Knowledge Transfer: Documentation and handover activities
 Mixed Emotions: Pride in accomplishments mixed with sadness
 Relationship Changes: Formal working relationships end
 Individual Transition: Members prepare for new roles
 Adjourning Stage
Leadership Approach Project Closure Considerations

 Recognize team achievements publicly  Complete formal administrative closure procedures

and privately
 Provide clear closure through  Conduct client acceptance meetings and sign-offs
retrospectives and celebrations
 Offer guidance for transition to new  Document lessons learned and best practices

assignments Ensure proper  Evaluate overall project performance against

documentation of lessons learned
 Help manage emotional aspects of objectives
project conclusion
 Celebrate accomplishments and recognize

contributions
Team Development: Leadership Strategies
Effective project managers adapt their leadership approach to match the team's development stage. Leadership
style should evolve from directive to delegative as the team matures.

Forming Storming Normin Performin Adjourning

Be directive Use coaching g to
Shift g Provide closure
and provide and conflict participativ Use and recognition
clear structure resolution e delegative
Address role Capture lessons
leadership approach with
Establish ground confusion and Facilitate consensus Focus on strategic learned and
oversight
rules and power struggles and team decision- direction and document
expectations making resources
Remain calm and Help team
Facilitate objective during Encourage team Recognize members transition
introductions and conflicts problem-solving achievements and to new roles
relationship approaches celebrate
building successes

Leadership Evolution Across Team

Development
Forming Storming Norming Performin Adjournin
Directive Coaching Participative g g
High Control High Support Shared Control Delegative Supportive
Low Control Recognition
 Section
5
Teamwork, Planning & 5
Issues
How to build and sustain effective project teams; handling challenges

Exploring strategies for team building, collaborative planning, and

resolving common team issues
Promoting Teamwork & Participation in Planning
Collaborative Planning
The Planning Principle Process
1 Clarify Mission & Goals
"Those who must implement the plan should participate 1 Ensure everyone understands what needs to be
in preparing it." This fundamental principle enhances accomplished and why
commitment, quality of outcomes, and team cohesion. 2 Involve Team in WBS Development
Create work breakdown structure collaboratively to identify
all tasks
Benefits of Participative
Planning 3 Estimate Together
Increased Ownership: Team members feel responsible for Allow team members to provide input on task durations
the project's success and resources

Better Solutions: Diverse perspectives lead to more 4 Assign Responsibilities as a Team

robust planning Collectively decide who is best suited for specific
tasks
Enhanced Commitment: People support what they help 5 Review & Adjust Collaboratively
create Regularly revisit the plan with the entire team to make
necessary adjustments
Improved Communication: Planning together builds
mutual understanding
Collaborative Planning
Team Development: Collaborative planning accelerates Tools
team formation

Research
Finding Planning Collaborative Visual Feedback
"Teams whose members participate in planning are Workshops Boards Planning Sessions
65% more likely to meet project objectives and
report 40% higher satisfaction levels."
 Common Team Issues & Conflict Sources
Primary Sources of Team Conflict
Research shows that 80-90% of project team conflicts stem from
communication problems, unclear expectations, and resource constraints.

Major Team Issues

 Communication Breakdowns: Misinterpreted requirements, poor information flow,
siloed knowledge
 Unclear Roles & Responsibilities: Confusion over who does what, accountability
gaps
 Competing Priorities: Functional vs. project work, multiple project assignments
 Interpersonal Dynamics: Personality clashes, cultural differences, ego conflicts
 Resource Limitations: Schedule constraints, budget restrictions, overallocation
 Common Team Issues & Conflict Sources
Warning Signs of Team Types of Project Conflicts
Dysfunction
 Missed deadlines and increasing
Task Conflict Schedule Conflict
schedule slippage Disagreements over Disagreements over timing,
deliverables, methods, dependencies, and
or technical deadlines
 Declining quality of deliverables approaches

 Reduced participation in team

meetings Relationship Conflict Process Conflict
Interpersonal tensions Disagreements about
 Increased defensiveness and and personality clashes procedures,
responsibilities, and
blame-shifting workflows

 Avoidance of difficult
conversations
 Formation of subgroups and
information hoarding
Conflict Resolution Strategies

Effective Conflict Resolution

Project managers must address

conflicts promptly and
constructively to maintain team
productivity and project
momentum. The approach
chosen depends on the
situation, stakeholders involved,
and project constraints.
 Case Study: Team Conflict Scenario
The Scenario: Cross-Functional Tensions Interactive Exercise: Resolution
Your project team is developing a new customer portal with a Strategy
tight deadline. The team includes: Identify Stakeholder Interests
1
Maria (Development Lead): Concerned about technical debt and With your team, list each stakeholder's primary
concern and underlying interest
wants more time for testing
Alex (UX Designer): Pushing for additional user research 2 Map Common Ground
before finalizing designs Identify shared objectives and potential compromise
areas
Jamie (Marketing Specialist): Insisting on additional features to
meet client expectations 3 Develop Resolution Approach Choose from
collaboration, compromise, accommodation, or
Carlos (IT Operations): Raising security concerns that could delay
escalation
the launch
4 Create Action Plan
Tensions are rising as each stakeholder believes their priorities Document specific steps, responsibilities, and
should take precedence. As the Project Manager, you must facilitate timeline
a resolution without missing the deadline or compromising quality.
Group Discussion (10
minutes)
In teams of 3-4, develop a specific resolution
Conflict approach and be prepared to present your
Analysis strategy to the class.
Key Conflict Sources:
Consider: Which leadership style would be most
Competing priorities, resource constraints, communication gaps, effective for this situation?
and unclear decision authority