Project
Oppressive management
The desert is flourishing heat, a man who told the slaves to transport giant stones to the construction of a monolith. The classic picture of tyranny also means project management. Some project managers put the tyrannic emphasis on completing the task. For them, the project is a task that a set of resources on Complete at the right time and budget. They “drive” hard to forward the project to their pensioners set to the targets. Micro -control is also part of this mixture. An impersonal autocratic command can lead to the effectiveness of the task. Soon, however, the plateau will be followed by a decrease in moral precipitation.
How does this occur
New project managers may tend to tyranny in search of their control. Deep topic experts who are promoted for project management are also prone to it. Of course, some project managers simply lack the important soft skills needed to be effective.
The oppressive PMs denote one end of the spectrum. Their path is not ideal, but it exists in real life. Some of their projects are indeed successful, but always leave a bad aftertaste. Fortunately, we see less and less such types. This decline may be due to the sensitivity, self -observation, previous experience or political imperatives of the new era.
Laissez-Faire leadership
Laissez-Faire means unwillingness to participate. This is the other end of the spectrum. These project managers use hands-handed approach-sometimes too much that can be harmful to the project. What may seem like a team autonomy is actually a rejecting commitment. They are project managers who are unable to operate the project effectively. They may penetrate the team to preserve their appearances, but the superficiality of their approach is quickly revealed. Laissez-Faire Project management triggers conflict and uncertainty. When the project staff know this style, they go frustrated, go to the Prime Minister to do things and generally look at the Prime Minister. This is not good for the project, the team or the prime minister.
How does this occur
Laissez-Faire Project management can sometimes ironicallyStart with good intentions. Project managers may want to give their teams freedom but stop checking too much. Riding horses must be remembered. Compassion and respect for the horse are essential, but strength is also needed. Otherwise, the rider will not check the control.
Project managers who have no idea about the project theme are also prone to this style. Many project managers, either inadvertently or to compensate for a deficiency Laissez-Faire Management. This approach is ineffective, and when facing pressure, these leaders tend to shift to the opposite extreme – oppressive control.
Active management
The third approach I call “active” project management combines the best elements of the above styles while alleviating their shortcomings.
Active project managers are of real interest to the project, the people, the field of problem and the complete delivery.
They actively Manage, conduct and support the team all the time. Active project managers do work without being intrusive. They recognize the right times to be accepted and when to allow others.
Their decisive feature is their idea of projects as a problem solving tools. They understand the topic/problem conceptually and convey a big picture to their team, allowing them to move in the right direction with minimal supervision.
The most effective product managers I have collaborated with have all been “active” pms. My goal is also to be the “active” prime minister and try to add the qualities I have noticed in other “active” pms in my style.
How does this occur
Active project managers are quite rare. To get it, you need a certain level of intellectual curiosity. In addition, the necessary difficult and soft skills can only be hone through experience. Project managers of all styles monitor the completion of the project – in some way. The difference is due to where, when and how they focus on their attention.
Project managers have one job: to manage the project. They use a variety of styles to achieve this that can be a situation or simply reflect their personality. Using the route analogy, all three approaches reach their destination. However, experience vary greatly. The first is stormy, the second is unforgettable, but the third, exhilarating.
