A project’s environment is much like a startup company’s environment. There is continuous pressure to perform with a limited budget and a fixed schedule. More importantly, you will always have new team members.
In this situation, you will have to manage your team and motivate them to perform their best.
这不是一件容易的事,您将不得不使用柔软而艰难的技能来不断推动团队成员。
As a project manager, you can have many powers. The sixth edition of the PMBOK Guide recognizes the following fourteen powers of a project manager:
- Formal or Legitimate Power
- Reward Power
- Punishment Power
- Expert Power
- 关系力量
- Informational Power
- Persuasive Power
- Ingratiating Power
- Personal Power
- 情境力量
- Pressure-Based Power
- Guilt-Based Power
- 避免力量
- Referent Power
Now the question arises—which one is the best power of the project manager?
这是我最喜欢的部分PMP考试准备.
While I was studying this topic, it was stated everywhere that expert and reward powers were the best powers for a project manager. However, I could not understand this; are they the best together or separately?
I researched it and gave much to think on, but I did not find a convincing answer anywhere.
Since I have passed my PMP exam and own a blog, I am posting my understanding of this topic.
Please note that all the views expressed in this blog post are my own. You might disagree with them. I would appreciate it if you would share your thoughts in the comments below.
Let’s get started.
项目经理的权力
You can define power as influence overstakeholdersto make a favorable decision. For example, you can force them to dance to your song or attract them with your charisma.
您可以将这些权力分为两类:位置权力和个人权力。
您仅通过成为项目经理就能获得位置权力。一些例子是正式的权力,奖励权力和惩罚能力。
个人力量是您的性格,经验或知识所致。一些例子是专家力量和参考力量。
Many experts say that reward and expert powers are the best. I agree that these are the better influencing powers for a project manager.
但是,您确定这两个权力同样好,并且每个权力都可以帮助项目经理完成their projectsuccessfully?
我不完全同意这一点。
让我详细向您解释一下;我相信,经过此博客文章,您将同意我的看法。
首先,我们将快速查看所有类型的力量,然后我们将进行详细的讨论。
Formal or Legitimate Power
只要您是项目经理,就可以拥有这种力量。这种力量与位置本身有关。因此,这种力量也称为位置力量。团队成员会服从您的命令,因为他们知道您拥有权威。
This type of power is found inprojectized强壮matrix-type organizations.
However, this power does not exist in a功能组织或弱矩阵组织。在这种情况下,您将必须使用软技能来完成工作。
Reward Power
Rewards are desirable, and team members will support you because they think that you will reward them if they perform well. Rewards may be monetary such as a salary increase, a bonus, or a promotion, or non-monetary, such as recognition, professional development, an appreciation letter, or days off.
奖励能力附在项目经理的正式权限上。
You may be working in a functional organization or with a tight budget, so giving monetary rewards may be difficult. Therefore, non-monetary rewards such as recognition, training recommendations, or a valuable assignment are common.
奖励应该是可以获得的,它不应该是赢得奖励类型的奖励。它的标准应该是公平的,透明的,并且可能对所有人来说。
Reward power is positional power, and you can have it if you are working in a projectized or strong-matrix organization. Although you can have reward power in a functional or a weak matrix organization as well, here you can offer your team members only non-monetary benefits.
Punishment Power
没有人愿意受到惩罚。惩罚能力伴随着项目经理的正式权力。在这里,团队成员会服从您,因为他们担心如果他们不有效地表现,他们可能会受到惩罚。在这里,您将恐惧作为完成工作的主要工具。惩罚能力也称为强制力量。
This type of power is associated with a strong-matrix organization.
通常,当成员表现不佳或正在造成问题时,您将使用此功能。
Expert Power
成为主题专家是一种出色的有影响力的力量。团队成员将尊重您的专业知识。他们信任您,因为您是专家,并且您知道如何管理工作。
Expert power is considered to be a positive power that influences others to follow your lead. If you do not possess expert knowledge, it is difficult for you to gain respect from team members.
关系力量
If you have connections with some influential people in the organization, you possess relational power. Your connections mean team members want to connect with you as well.
If you are a new project manager, this power may help you in the initial stages of the project when you may not have any other power, except formal power, as you may be perceived as being closely aligned with the top management.
Informational Power
As the saying goes, well-informed means well-armed. Information is the key to success for any project. If you are responsible for processing information or possess some information, you have a greater chance of completing the project successfully.
Persuasive Power
如果您可以以人们期待这次旅行的方式说“下地狱”,那么您就有这种力量。关键是您可以说服您的团队跟随您的领导。
Ingratiating Power
如果您是奉承专家,那么您就有这种力量。在这里,您试图找到共同点,强调并实现合作。避免艰难的情况时,这是一项有益的技能。
Personal Power
This power depends on your personality; how you look, how you speak, and how you behave. This power is also known as charismatic power.
情境力量
If you have rescued your project from a crisis in the past, you have this power. Team members will remember your efforts and respect you for your heroic act.
Pressure-Based Power
If you regularly pressure your team members to work harder and complete the task within a tight schedule, sometimes in unrealistic conditions, you have this power.
Guilt-Based Power
Here, you inform team members that they are performing poorly, and it is affecting the project; even if they are performing well. You instill in them that they have to perform better. Therefore, the team member will feel guilty and try to work harder.
避免力量
If you avoid making tough decisions and miss meetings, you have avoiding power. This is one of the most negative powers, and you don’t want to be associated with it.
Referent Power
如果您长期从事职业工作并获得了一些信誉,那么您将拥有这种权力。
我的看法
您可以在此处解释任何或全部的权力,但是要成功完成该项目的最小麻烦,您应该至少拥有其中三个权力;即,正式的权力,奖励能力和专家权力。
For example, formal power establishes your authority as the lead of the project, reward power helps you motivate team members, and expert power will help you to gain trust and support from your team members.
Punishment power works in some cases. The effects of relational power are not long-lasting.
现在,再次问自己:项目经理的最佳功能是什么?
Let’s see in which cases the team members will be more motivated and committed to performance:
愿意的团队成员会做得更好,工作动力来自奖励能力。如果团队成员知道将获得奖励,他们将更加坚定。
With formal and punishment power, team members are beaten into submission, which does not motivate them.
With expert power, though team members respect you and they trust your decisions, this trust is not going to translate into motivation; it can be a stabilizing influence but can never be a motivation. An increase in performance and efficiency will not happen without a motivating factor.
我接受专家权力的重要性;但是,我坚信,奖励能力比激励团队成员的专家力量更好,并取得更好的表现。
Summary
了解项目经理可以在不同情况和各种情况下使用的每种功能至关重要kinds of organizations这样您就可以灵活和自适应。如果您在预计的组织中工作,您将受到惩罚和奖励权力。但是,如果您在功能组织中工作,则必须依靠专家能力和软技能。
您在组织中拥有什么样的力量,您如何觉得它有用?请在下面的评论部分中分享您的想法。
供参考:搜索时项目经理的工作, I came across Jooble, I found it useful. Sharing it here and I hope you will find it useful too.
For me,except some standardized form of power such as formal or legitimate; relational; Punishment; all other forms are more of an attribute of a personality, something related to own perception;
感谢您的反馈,Rahul。
Fahad非常感谢您的工作,我真的很喜欢PMP。请您提供有关专业课程的指南,这对我来说是重型制造行业的质量保证/QC检查员至关重要的。
Hello Emmanuel, are you a PMP?
对于QA,我建议您参加ISO Lead Auditor课程。关于QC,请检查您的同龄人。
Want to say that your blog was excellent! It really helped me with my studies.
谢谢抢.
Great stuff
谢谢拉维。
谢谢for putting your excellent work into making this blog a great blessing to all PMP aspirants. With your useful explanation on Earned Value Management, I now answer EVM questions with ease.
And I have passed my PMP exam last week.
保持良好的工作!
祝贺Zechariah通过PMP考试。
Hi Fahad,
感谢您的所有指导和帮助。我已经在2017年1月26日通过了考试
Your notes were of great help. And in future it will keep me updated, I am sure.
Congratulations Arpit on passing the PMP exam.
谢谢,使概念清晰
欢迎您。
why is it important that a project manager should consider the number of potential communication channels?
它可以帮助他更好地管理沟通。
更新:您可以找到通信行的总数并根据其重要性进行分类。然后,您将能够有效地管理它们;例如,您可以计划根据每个利益的需求分发信息
I am a little baffled by this practice question – which I answered incorrectly.
“Which power of the project manager comes from another person respecting him/her?”
A. Expert
B. Formal
C. Reward
D. Referent
I read your blog before seeing this question so I naturally answered A. Expert based on this comment “Team members will respect you for your technical expertise on the subject.” However, the correct answer is D. Referent. Please advise.
Thank you,
Stacy
这个问题应该更加清晰。团队成员可以出于这两个原因尊重他们的老板。
If the question says both top management and team members respect you, then It is Referent power. If it is only team members, then it is Expert power.
这是关于与高级管理层的联系。如果您与有影响力的人有联系,您将拥有这种力量。
法哈德, Its a very interesting read but I noticed you wrote/explained Relational Power twice. One should be for Referent Power. I like how you make it simple and I am grateful I spend more of my idle work time on your blog. Thanks.
感谢伊曼纽尔指出此错误。我已经纠正了它。
Hi Fahad,
您的帖子很好地解释了这些领域的详细信息。谢谢。
在你最后的声明中提到我f the exam asks about selecting best power for PM and the options listed are Expert and Reward Powers are two independent options. Then i think we need to look for other information in the question such as “PM is working in which organization?”. If PM is in functional organization which likely would have less power to Reward. In such a case Expert power is best option that can be selected.
谢谢
Sushil
Yes, you are right Sushil. In this case we need to look deeper into the question for any hint.
Hi Fahad!!
希望你一切都好。
From many days i have a lot of confusion in the study of “effort driven tasks”.
I am not at all able to understand its meaning.
Can u plz explain me. Will be of great help.
谢谢,
酸味。
读this blog post:
http://www.brighthubpm.com/methods-strategies/8198-understanding-effort-driven-scheduling/
Hello Dear
非常简单易懂。尽管我读了两本书,但我几乎没有任何困惑,但现在它清晰而不知不觉地赋予了权力的重要性。
谢谢你 。
我要阅读您的所有帖子。我计划在2015年11月参加考试
-Prakash
I am glad that you liked my posts Praskash. Thanks for your comment.
Hi Fahad
首先,谢谢你的帮助。我真的like the way you explain the concepts. Keep sharing! :)
Now, I have been looking in which one of the 47 processes the PMI refers to the different type of authority the PM has over the people, can you share?
再次感谢!
It comes under develop project team.
Can you share the page number under pmbok, where it says about these authorities and power? I’m not getting it under pmbok.
该主题在PMBOK指南中并未具体提及,但是在考试中经常看到问题。bob手机客户端
The other example is kickoff meeting. This topic is also not mentioned in the guide but in exam you will see many questions on it.
Hi thanks again for u r blogs….
您有任何有关蒙特卡洛模拟的文章吗?
Soon you will see a blog post on Monte Carlo Simulation on this blog.
您的老板对您的一位同事正在处理项目的方式不满意,她将项目重新分配给您。她告诉您与此人一起工作,以了解他已经做了什么,并讨论了他可能拥有的任何其他必要信息。她希望在本月底之前您的项目报告。这个人对重新分配感到沮丧和愤怒,不会为您提供启动所需的信息,更不用说完成该项目。除非您获得此信息,否则您将无法满足您的截止日期。
What type of power does your colleague appears to be using?
这篇博客文章是针对项目经理的权力,而不是针对团队成员的。
无论如何,在这种情况下,您可以与您的项目经理联系,并让她知道情况。她可能会利用自己的合法权力和/或惩罚能力来解决这个问题。
please explain more to the above question
In the question the project manager is using her formal power.
Wikipedia says about referent power
基于对权力持有人/领导者的钦佩,钦佩或尊重,参考权是个人对团队或追随者的权力。
您的博客说
据说该项目经理与组织中的一些有影响力的人有某种联系,据说具有参考权力。
哪个是对的?
谢谢。
两个都。
Hi Fahad,
好工作...保持!…
Have PMP exam in a week… Will join u after passing PMP exams to answer people queries..
请随时给我发消息。
你好raj,
Good Luck for the exam…
法哈德
Hi Fahad,
我刚刚找到了您的网站,我发现它非常有帮助,非常感谢。您能帮我解决以下我遇到的问题吗?根据测试是项目3的答案,但我不明白为什么项目1也不正确!!!!
根据以下信息,哪个项目肯定是有利可图的?
Project 1 with NPV of $300,000
project 2 with Benefit to cost Ratio of 1:1.7
project 3 with an internal Rate of Return of 15%
or can’t be determined
对不起,Marwan迟到了。
Here is my understanding, let me know if you are agree with it or not!
NPV is the difference between the current value of cash inflow and the current value of cash outflow of the project. It does not show you exactly how much you are going to invest.
On the other hand, IRR is shown in percentage regardless of invested money. Therefore, it is safe to proceed with 15% IRR.
This makes a sense Fahad :)
:)
你好,
For estimate activity duration, Enterprise Env factor is rightly mentioned as input but examples of EEF are confusing. It states estimation database and productivity metrics as part of EEF. I believe these should rightly belong to Org Process assets . Can you pls clarify and guide?
估计数据库基于市场条件。例如,人工速度,原材料成本等。因此,它属于企业环境因素。
让我知道你的想法。
Hi Fahad,
Can you please explain to me why we have Approved change request as an input in the Direct and Manage project execution and an output in the same knowledge area. for some reason I thought that changes can only be approved in the monitioing an controlling process and that were it is approved and changed
只是可视化它。
You’re in executing phase of your project.
而且您会注意到某些过程并不正确,这会导致您一些麻烦。因此,您提出更改请求并获得批准。
Since your change request is approved and your procedure is updated, you will now execute your work as per current updated procedure.
See, you are still in executive phase.
在第一个语句中,更改请求是输出,在第二个语句中,它是输入。
希望它能清除您的疑问。
这使我明确地理解了我的最后一篇论文,这是我在马来西亚开放大学的总体过程中的一部分。您写的方式更多地是关于逻辑和逻辑的应用。
谢谢
感谢您的访问Hae。
萨拉姆·法哈德·萨博(Salam Fahad Saab),
谢谢for explaining each and every topic with easy to understand examples.
您欢迎您。
Hi Fahad,
You have explained it very precisely and in simple language.
我很高兴在考试前找到了您的帖子。
请继续发布。
Regards,
拉杰什
我很高兴您发现我的博客很有用。
感谢您的访问。
你好,
I want to share my experience , recently i attended the PMP workshop in hyderabad. it was really good. but when i started reading the PMBOK , i use to read 2-3 times to understand that topic.
But last week when i found your site in google. i covered may topics in 2 days .. which is really surprising for me.
您已经用非常简单的词和示例来解释。
请不要停止发布新帖子。
11月,我打算写PMP考试。
你好纳迦,
感谢您喜欢我的博客,感谢您的访问。
Best of luck for your exam and let me know if you require any assistance. I will be glad to help you.