3 Managing and Leading Small Projects

The project manager is responsible for the overall success of the project. To be successful, the project manager must both manage and lead the small project. Warren Bennis, a well-known expert on leadership, has stated that managers are people who do things right and leaders are people who do the right thing. Both roles are crucial, and they differ profoundly.¹ Managers are efficient, and leaders are effective. The combination of efficiency and effectiveness is what makes a good project manager. This chapter provides more specifics on what it means to both manage and lead small projects.

The Difference between Management and Leadership

In “What Leaders Really Do,” John Kotter says that managers cope with complexity and leaders cope with change. Both management and leadership require specific skills. According to Kotter, coping with complexity requires that you first plan and budget, then develop the capability to achieve the plan by organizing and staffing, and finally ensure plan accomplishment by controlling and problem-solving. Coping with change requires that you set the direction and develop the vision, then align people by communicating the direction and vision, and finally motivate and inspire people to move in the right direction.²

This explanation of management and leadership holds true for project management. To manage projects, the project manager must understand and cope with complexity while performing the management functions of planning, organizing, directing, and controlling within the context of a project management system. To lead projects, the project manager must be able to cope with change because projects are a means for implementing change. Even small projects require both management and leadership skills to be successful.

Managers	Leaders
• Administrate. • Have short-term views. • Focus on the bottom line. • Focus on processes. • Rely on control. • Direct using positional power. • Do things right.	• Innovate. • Have long-term views. • Focus on the vision. • Focus on people. • Empower and inspire trust. • Collaborate using relational power. • Do the right things.

Managing Small Projects

To manage is to be in charge of or have responsibility for the project, which includes general management knowledge and skills and project management knowledge and skills. In general, the project manager plans, organizes, directs, and controls project activities. More specifically, for small projects to be efficient, the project manager ensures that the appropriate tools and techniques are used to manage the project. They also manage project resources, focus on the project timeline, and document project activities.

Managing projects requires time, effort, and discipline. The best way to view project management practices is through the PMBOK® Guide’s project management knowledge areas. Project management knowledge areas are defined by knowledge requirements and are described in terms of their component processes, practices, inputs, outputs, tools, and techniques. PMI has identified 10 project management knowledge areas for use in managing projects. This section builds off the PMBOK® Guide, sixth edition, definitions for each knowledge area and describes how each knowledge area can be applied to small projects.

• Project integration management “includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the project management process groups.”³

Project integration management details the high-level activities that tie together all aspects of the project and answers the question: How do all of the project management documents fit together?

In the project management context, integration includes characteristics of unification, consolidation, communication, and interrelationship. It provides actions that should be applied from the start of the project-develop project charter, through project completion-close project or phase. Project integration management includes making choices about resource allocation, balancing competing demands, examining any alternative approaches, tailoring the processes to meet the project objectives, and managing the interdependencies among the project management knowledge areas.

Project integration management activities include: develop project charter, develop project management plan, direct and manage project work, manage project knowledge, monitor and control project work, perform integrated change control, and close project or phase.

For small projects, these activities are accomplished by:

Developing a project charter or project charter lite.

Creating the necessary subsidiary plans, depending on the needs of the project, and consolidating the subsidiary plans into a project management plan. Subsidiary plans may include the scope, schedule, cost, communications, and risk management plans.

Executing the work defined in the project management plan.

Monitoring and controlling project activities.

• Project scope management “includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.” ⁴

Project scope management allows project managers to clarify what will and will not be included in the project. It also answers the questions: What will the project deliver and what is excluded?

Project scope management activities include: plan scope management, collect requirements, define scope, create work breakdown structure (WBS), validate scope, and control scope.

For small projects, these activities are accomplished by:

Identifying the requirements for the product, service, or result

Clearly defining the project scope and using it as a basis for project decisions

Creating a WBS

Reviewing and approving project deliverables

Identifying the impact of scope changes and obtaining approval before proceeding

• Project schedule management “includes the processes required to manage the timely completion of the project.”⁵

Project schedule management allows the project manager to determine when the project will be completed. It answers the question: When will I deliver the project or project components?

Project schedule management activities include: plan schedule management, define activities, sequence activities, estimate activity durations, develop schedule, and control schedule.

For small projects, these activities are accomplished by:

Identifying the project activities and putting them in sequential order

Estimating the effort required to complete the project activities

Developing a project schedule

Keeping the project schedule current.

• Project cost management “includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.”⁶

Project cost management allows the project manager to determine what the project will cost and answers the questions: How much will this project cost, and who will pay for what?

Project cost management activities include: plan cost management, estimate costs, determine budget, and control costs.

For small projects, these activities are accomplished by:

Developing a project budget

Managing the project budget

• Project quality management “includes the processes for incorporating the organization’s quality policy regarding planning, managing, and controlling project and product quality requirements, in order to meet stakeholders’ expectations.”⁷

Project quality management provides the project manager with an awareness of the project constraints, i.e., scope, time, cost, quality, etc., and potential trade-offs among the constraints. It also answers the question: How will I ensure the project meets stakeholder expectations?

Project quality management activities include: plan quality management, manage quality, and control quality.

For small projects, these activities are accomplished by:

Identifying quality standards

Ensuring that project deliverables meet quality standards

• Project resource management “includes the processes to identify, acquire, and manage resources needed for the successful completion of the project.”⁸

Project resource management provides the project manager with guidance on who should be on the project team and what physical and team resources are needed. It answers the questions: Who and what physical resources do I need?

Project resource management activities include: plan resource management, estimate activity resources, acquire resources, develop team, manage team, and control resources.

For small projects, these activities are accomplished by:

Identifying which physical and team resources are needed

Defining project roles and responsibilities

Developing the project team

Resolving issues and removing barriers so the team can be successful

• Project communication management “includes the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information.”⁹

Projects require continuous interaction with multiple stakeholders. Project communication management provides the project manager with processes to effectively and efficiently communicate throughout the life of the project. It also answers the questions: With whom, how often, and by what means will I communicate with project stakeholders?

Project communication management activities include: plan communications management, manage communications, and monitor communications.

For small projects, these activities can be accomplished by:

Developing a communications matrix

Producing status reports

• Project risk management “includes the processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project.”¹⁰

A risk is an unplanned event. Project risk management allows the project manager to be more prepared to respond to unknown events and answers the question: What bad thing could happen to prevent project success?

Project risk management activities include: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, implement risk responses, and monitor risks.

For small projects, these activities can be accomplished by:

Defining how risks will be managed

Identifying project risks

Analyzing project risks

Developing a risk register

Tracking identified risks and identifying new risks as the project progresses

• Project procurement management “includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team.”¹¹

Project procurement management provides the project manager with a framework for managing contracts. It answers the question: How do I acquire resources outside the organization?

Project procurement management activities include: plan procurement management, conduct procurements, and control procurements.

For small projects, these activities can be accomplished by

Identifying items/resources that will be outsourced

Developing procurement management plan

Awarding contract(s) to vendor(s)

Monitoring and controlling procurements

• Project stakeholder management “includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project. It is also used to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.”¹²

A project stakeholder is anyone who can impact or is impacted by the project either positively or negatively.

Project stakeholder management allows the project manager to engage stakeholders and determine how different stakeholder groups should be managed and answers the questions: Who are my project stakeholders, and how do I engage them?

Project stakeholder management activities include: identify stakeholders, plan stakeholder management, manage stakeholder engagement, and monitor stakeholder engagement.

For small projects, these activities can be accomplished by:

Identifying project stakeholders

Analyzing stakeholders

Managing stakeholder expectations

Although the project management knowledge areas are applicable to small projects, not all of them have to be used in their entirety or on every small project. They are included in this book because in order to become an expert manager of small projects, the project manager must understand the knowledge areas and know which ones are applicable for the small project and which ones can be omitted. This is a project-by-project decision.

At first glance, these management activities may appear to be overwhelming and too much process for a small project. But don’t worry—these activities are explained in more detail in the project management process section, which provides tips and tools for scaling the project management activities to fit the needs of the project.

Leading Small Projects

Leadership drives change. To lead is to go before or with and show others the way. It is to guide in direction, course, action, and opinion. A good leader has the ability to motivate others to accomplish an objective. As a leader, the project manager must champion the endeavor and command authority as well as inspire and motivate the project team. The project manager sets the general direction of the project and allows team members to provide input along the way. During difficult times, the project manager must remain calm and be able to provide solutions to get things back on track.

The success of today’s project manager is mostly the result of leadership. Leading a project requires authority, responsibility, and accountability.¹³

Authority	Power granted to individuals as a right to influence or command others’ behavior. In project management, authority is often granted by position.
Responsibility	The obligation to answer for one’s conduct in project management roles.
Accountability	Being answerable for the outcome of a project assignment.

Authority is based on power. For the project manager, power can be based on position or it can be granted through influence or by reason of a person’s knowledge, skills, interpersonal abilities, competency, or expertise. The project manager has the authority to execute within the boundaries of the project and is accountable for project delivery. To be accountable means to accept the consequences of the outcomes. To be accountable, the project manager must have the authority and responsibility or the means to influence the outcomes. A key component in the project manager’s ability to influence others is trust.

A leader:

• Can create and nurture a vision

• Can translate the vision to successful implementation

• Has the capacity and the willingness to balance courage with consideration

• Has the ability to empower others

• Can guide, influence, and collaborate with others

• Demonstrates both competence and character

• Is both giving and forgiving

• Has the ability to maintain a winning attitude

• Is humble

• Serves the team

Leadership involves focusing the efforts of a group of people toward a common goal and enabling them to work as a team.¹⁴ In general terms, leadership is the ability to get things done through others. Respect and trust, rather than fear and submission, are the key elements of effective leadership. Although important throughout all project phases, effective leadership is critical during the beginning phases of a project when the emphasis is on communicating the vision and motivating and inspiring project participants to achieve high performance. Throughout the project, the project team leaders are responsible for establishing and maintaining the vision, strategy, and communications; fostering trust and teambuilding, influencing, mentoring, and monitoring; and evaluating the performance of the team and the project.

Leading by Influence

• Earn the trust and respect of your team by having good character.

• Know yourself and become proficient at performing your project responsibilities.

• Look for solutions; become a problem-solver.

• Get to know people. Work to build good relations. Develop good communications and respond rapidly to project stakeholders.

• Mentor project stakeholders by making yourself available to dispense advice to solve immediate problems.

• Coach and develop project team members and then delegate project responsibilities.

Being a leader is not about having a title; it is about having followers. A common leadership proverb states: If you think you are leading and no one is following you, then you are only taking a walk. People will follow you because they have to or because they want to. In time, people will begin to see what you do for them and the project and will want to follow you; they will begin to do more than is expected.

In reality, most project managers of small projects have to lead based on influence, not authority. Influence is the ability to get others to participate. To lead by influence, a project manager must become proficient at performing project responsibilities, work to build good relations with project stakeholders, and establish trust. The ability to lead, even on a small project, will enhance your project management success.

Trust is the positive expectation the other person will deliver. “When you trust people, you have confidence in them—in their integrity and in their abilities.”¹⁵ It takes time to form a trusting relationship because trust requires a form of knowledge and familiarity about the other party. Trust is a key component of the project manager’s ability to be a successful leader. When trust is broken, it can seriously impact performance and may not be easily restored. Trust promotes more efficient communication and coordination. There needs to be a mutual understanding of roles and responsibilities and the goals of the project. The project manager must work toward the best intentions for the project.

What Happens When Trust Is Broken?

• People stop believing in you

• You struggle to make meaningful connections

• Once lost it is difficult to rebuild

• Diminishes chances for successful collaborations

A lot of material regarding the importance of leadership skills is available; however, the importance of good character is worth mentioning.

• Character defines the person.

• Character is the inward motivation to do what is right in every situation.

• An effective leader has good character and strives to develop it daily.

Rebuilding Trust

• Treat others with respect.

• Always be honest, keep your word, and follow through when you say you will do something.

• Be consistent in your performance from day to day.

• Do not look to blame others.

• Think in terms of win-win.

• Show concern for others by listening and not interrupting, by being fully present in the conversation, and responding thoughtfully.

• Give people opportunities to grow or use their expertise.

• Share knowledge and expertise, specifically lessons learned.

“Your character determines who you are. Who you are determines what you see. What you see determines what you do.”¹⁶ And what you do determines your ability to influence others.

“Character Core by Strata Leadership” provides a list of leadership traits to assist with character development. “Character Core” defines character as “the qualities built into a person’s life that determine his or her response, regardless of circumstances. It is the inward motivation to do what is right in every situation.”¹⁷ An effective leader has good character, with character development taking place every day. To continuously build character, the project manager should emphasize the importance of good behavior. The project manager should appropriately address bad behavior from team members and should always recognize and praise team members for displaying good character.

For a project manager leading small projects, character development is essential. A good way to begin your character development activities is to start with the 36 Character Core qualities developed by Strata Leadership and tailor them for project management.¹⁸ Below is a list of the character qualities and descriptions of how they apply to project management.

• Alertness—Being aware of what is taking place on the project and with the project stakeholders so you can respond appropriately

• Attentiveness—Concentrating on the needs of the project stakeholders and project activities

• Availability—Making your schedule and priorities secondary to the needs of the project team

• Cautiousness—Taking time to ensure the right decisions and actions are taken to meet stakeholder expectations

• Compassion—Doing whatever is necessary to help project stakeholders

• Cooperation—Understanding the needs of project participants and effectively working with them

• Courage—Overcoming fear by knowing expectations, and saying and doing what is right for the project

• Creativity—Approaching a need, an activity, or an idea from a new perspective

• Decisiveness—Having the ability to recognize key factors, process information, and finalize difficult decisions

• Dependability—Fulfilling project commitments, even in the face of difficulty

• Determination—Overcoming obstacles while working to accomplish project goals at the right time, regardless of the opposition

• Diligence—Focusing effort to complete the project

• Discipline—Choosing behaviors to help reach project goals

• Endurance—Having the inner strength to withstand stress and do your best

• Enthusiasm—Expressing interest and excitement in each activity as you give it your best effort

• Flexibility—Adjusting to a change in plans according to the direction of key project stakeholders, while keeping a good attitude

• Forgiveness—Clearing the record of those who have wronged you and releasing feelings of resentment

• Generosity—Carefully managing resources so you can freely give to those in need

• Gratefulness—Demonstrating appreciation to project stakeholders for what you have and how they have provided support to the project

• Honesty—Being truthful in what you say and do on the project

• Humility—Acknowledging that achievement results from the investment of others in the project

• Initiative—Recognizing and doing what needs to be done before you are asked to do it

• Loyalty—Demonstrating commitment to project stakeholders

• Orderliness—Organizing your thoughts and surroundings to achieve greater efficiency

• Patience—Taking time and patience to work through difficult project situations

• Persuasiveness—Effectively communicating with project stakeholders so they can better understand the project needs

• Positivity—Maintaining a good attitude during the project, even when faced with difficulty

• Punctuality—Showing respect for others by doing the right thing at the right time

• Resilience—Recovering from adversity

• Respect—Treating project stakeholders with honor and dignity

• Responsibility—Knowing and doing what is expected

• Sincerity—Doing what is right with transparent motives

• Thoroughness—Taking care of necessary project details

• Tolerance—Demonstrating respect for project stakeholders who do not share your perspective

• Trustworthiness—Gaining the confidence of project stakeholders by demonstrating reliability

• Wisdom—Making practical applications project lessons learned

This is not an all-inclusive list of character traits; it merely highlights some important leadership traits that can be developed over time.

Managing and Leading a Project

As a project manager, you should manage processes and lead people.

• Managing requires that the project manager plan, organize, direct, and control project activities by developing plans and keeping them current. It also involves: understanding and appropriately responding to the needs of the project stakeholders; managing schedules, budgets, and risks; resolving issues; and producing status reports. These are the routine activities that are essential for success.

• Leading requires interaction with people. The project manager must command authority and be able to inspire and motivate others. The project manager sets the general direction of the project and allows team members to provide input along the way. During difficult times, the project manager must remain calm and be able to provide solutions to get things back on track. As a leader, the project manager should develop and sell the project vision, set the direction and pace of the project, coach and empower the project team, facilitate communication with all project stakeholders, and demonstrate good character.

Good and Poor Project Managers

• A good project manager listens to the team, allows the team members to perform project activities, makes decisions in a timely manner, and rewards the team for success.

• A poor project manager is concerned only for him-or herself, does not respond to the needs of the team, blames the team when things go wrong, and takes all the credit when the team is successful.

To effectively manage and lead, the project manager must have communication, facilitation, problem-solving, and decision-making skills.

Managing and Leading Simple Projects

Simple projects require both management and leadership; however, the time spent on these activities and how the activities are performed are based on the amount of work required for completing the project. The project manager should always understand the project objective, define the project scope, plan project activities, manage project resources, and communicate with key stakeholders. Short-duration projects just require less formality.

Scenario

Kenny is more aware of the importance of process and people. Having this knowledge will allow him to properly balance the two. Kenny will use the PMBOK® Guide’s 10 knowledge areas to provide the project management foundation for his projects. Leadership, especially good character, is especially important for interacting with project stakeholders.

Kenny is ready to document his ideas for a project.