Difference between a Project Leader and Project Manager - Admission/Application Essay Example

Answer Difference between a project leader and project manager: Many people equate the two terms and think that leading and managing are essentially the same. But there are many fundamental differences between the two. Leading a project has much broader connotations and includes vision and direction. The leader has the vision to know about what projects are useful for the company and then sets a direction to achieve it. He has to lead and motivate his team including the project manager so that the project will be completed as versioned. Other factors like intuition and strategy also figures in the qualities of a leader. Managing the project essentially is about seeing that the project is completed according to the vision and direction set by the leader. Hence the manager is more involved with the overall planning and the day to day activities that are required to complete the project. The individual functions involved in managing a project include the following. The project manager has to plan the project with all the necessary details like budget, time frame, resources required etc. The staffing of the project team has to be done, and they have to be directed to work according to the plan. He also has to organize with the help of his team, all the resources needed to complete the project as planned. As Peter Drucker has said, a leader does the right thing while the manger does the right things. Answer 2 – Project managers can be compared to a conductor of an orchestra: An orchestra is an ensemble of diverse music instruments and vocalists who perform together to create a piece of music that has been envisioned by a composer. The conductor has to give the right direction to the team members so that music is heard in a harmonious manner. Each member has to play or sing at the right time and in the right way for this to happen. The conductor with the help of the notes and by his actions sees to it that this is done. A project manager’s job is similar to that of a conductor in this sense. The project consists of diverse task, duties, and responsibilities that have to be carried out as a harmonious whole. Any discord in one of the areas will result in problems for the whole project. This is like a musician playing a wrong note which will be jarring to the listener. The manager has to conduct his project team just like a conductor to see that the project is completed as per schedule and cost. Answer 3 - Exchange model of influence to build cooperative relationships: A project is a complex task and needs that cooperation of team members, the top management, partners, and contractors. The exchange model suggests a symbiotic relationship between the project manager and the other stakeholders. The cliché ‘you scratch my back and I will scratch yours’ exemplifies this outlook. Provide favors and it will be returned. Cooperate with others and they will reciprocate the gesture Answer 4 – Influence currencies in functional matrix and dedicated teams: There are basically five currencies with regard to influence namely, task-related, position-related, inspiration related, relationship-related, and persona-related. Task related currencies is more possible for a manager to achieve than in dedicated teams. Dedicated teams already have clearly defined functions and the manger has a limit in helping with tasks. Speaking highly of team members as seen in position related currency can be possible in both situations. But a dedicated team project manager will be more close to his team members when compared to a functional matrix. Hence the position related currency is more favorable in dedicated teams. This also holds good for the other three currencies. A project manager can inspire more when he is close to his team. Relationships are also built better in a dedicated team environment. Person to person interaction will be more and hence personal-related currencies work better in dedicated teams. But there is no rule that they cannot be used in a functional matrix also. Managers should take the effort to build these currencies in such situations also. Answer 5 – Building relationships before one needs it: Managing a project is a complex team activity. This is more so if the project is a large one. In team activities, the coordination and cooperation of all the team members is essential. The best way to assure that this happens is to build strong relationships with all the people concerned. Relationships build trust and trust will get things done better. It is always better to start building the relationship early in any project. The main reason is that a good relationship does not happen overnight. It takes time and patience, especially on the part of the initiator. In this case the project manger will be the initiator and he needs to build a good relationship with his team members. It is impossible to have good relations with each and every member if the project is large. In such a case the project manager should focus on good relations with key people like his assistant managers and supervisors. Being a human activity, there will informal groups within a team with an informal leader who may be anyone the group members trust. The project manger should also identify and build relationships with them. This is due to the fact that such informal leaders have the power to influence their groups and their cooperation is necessary for the smooth functioning of the project. Answer 6 – Keeping the project sponsor informed: The project manager is the person who is responsible for the actual operation and conduct of the project. But the person or company that is spending the money and resources is the project sponsor. Like any manager that has to report activities to the top management, the project manager has the duty to keep the project sponsor informed of the progress of the project. The sponsor has the right to know how the project is shaping and also to see whether it is being run as per schedule and within budget. Moreover, in actual situations, problems and emergencies can come up that need the cooperation of the sponsor to solve. Some part of the project might be delayed some resource (e.g. machinery) might not come on time. The manager will then have to make alternate plans to see that this is corrected and it may require additional resources and money. Unless the sponsor is kept informed on a daily basis, he will not be able to arrange for the finance needed. All these reasons required a project manager to keep his sponsor informed about the project regularly. Answer 7 – Trust as a function of character and competence: According to the great management thinker, author, and motivational speaker, organizations that are trustworthy will outperform those that are less trustworthy. Even if the latter has some other competencies, trust is always advantageous to an organization. A trustworthy organization will also have trustworthy managers and staff. There are two aspects to trustworthiness in a person, and they are character and competency. For example, if a manager will not lie to his subordinates, will treat them equally, and is fair to them, they will begin to trust their manager to a certain extent. This exemplifies the character of the person. In such a case, that manager will also have to deliver what he promises or do what he says. Only then will trust be complete. This ability to deliver promises or doing what is said signifies competence. This is the reason why a trustworthy person will have both character and competence. Answer 8 – The most and least important project management skills: According to authors Gary and Larson, there are eight essential skills that are seen in good project managers. Since management is an art that can be learnt, most of these skills can also be learnt by individuals. The most important skill that a project manager needs is being proactive. This is because a lot of problems can come up while a project is in operation. A proactive manager can anticipate and make arrangements so that if the problem comes, steps would have been taken to minimize or nullify the consequences. They will focus on problems which can be controlled and do not waste their time on areas where no control is possible. This is essential in a complex environment that exists when a project is being executed. The least important skill can be the general business perspective. One thing is that it can be learnt trough training and experience. The other is that someone with this perspective can guide the project manager when needed. It can be a person who is superior and has a management degree. It can also be a colleague or subordinate. Read More