DİPLOMATİK YAZIŞMA VE PROTOKOL

Good foreign language skills is not one of the attributes of the project manager that determine their roles in a project.

Suppliers are external stakeholders. Resource manager, team members, program manager and sponsors are internal stakeholders.

Portfolio steering committee is one of the internal stakeholders.

The leadership is the action of leading a group of people or an organization to achieve the goals.

Four things are required to develop the idea of partnership between the project manager and the team (Pinto, 2016, p118):

Superordinate Goals, Rules and Procedures, Physical Proximity, and Accessibility are the critical factors affecting the cooperation, which has an influence on both task and psychosocial outcomes.

We can understand that the roles can change according to the type of a project. However, the duties of the project team members remain. These duties are as follows:
• Providing effort to the whole project to meet the objectives
• Completing individual products of the project such as reports, models, designs, plans, etc. by the due date
• Delivering expertise
• Working with users to identify and meet business requirements
• Reporting status updates to PM
• Establishing records of project including the documents
• Attending and active participation in the meetings
• Ensuring the tasks to be completed on time
• Performing assigned activities

Options III and IV are not among these duties. They are more related to leadership and management roles.

A Challenger is a member who questions the goals, methods, and even the ethics of the team, is willing to disagree with the leader and others, and encourages the team to take well-conceived risks.

One of the most important decisions concerning the project is the selection of the PM. Meredith and Mantel (2009, p127) mentioned a list of some of the most popular attributes, skills and qualities
that have been sought in the selection of the PM:

• A strong technical background
• A hard-nosed manager
• A mature individual
• Someone who is currently available
• Someone on good terms with seniorexecutives
• A person who can keep the project team happy
• One who has worked in several different departments
• A person who can walk on (or part) the waters

The attributesof the project manager that determine their roles ina project are as follows:1. Powerful communication skills: A PMmust be a good communicator so that he/she can connect with people either in theproject team or other at all levels. The PMmust clarify the goal of the project togetherwith the responsibilities and tasks of teammembers, expectations and feedback.2. Proficient technical skills: There are somecrucial project management software andrelated programs to achieve the projectgoals. Thus, an effective PM must havestrong technical knowledge to understandthe technical aspects. Moreover, technicalas well as theoretical knowledge can greatlyhelp the manager take strategic initiativewhen needed.3. Managing resources: This may also becalled management skills. In general, thismay be either cost management or taskmanagement. However, those are notthe only two management elements. Astime, money, people, equipment, etc. arethe resources to be managed, an effectivemanager should be good at managingresources.4. Good decision maker: Since there are alwaysdecisions to be made, the project managershould be a very good decision maker.These decisions can be instantaneous, aswell as time-consuming decisions.5. Managing Risk: Whether the projectis small or large, the risk is inherent.Therefore, identifying, evaluating, andcontrolling risk before carrying out theproject is the risk management attributethat the project manager must possess inorder to be effective.6. Perfect visionary: The project managerneeds to be able to see the few steps aheadand estimate the results of the existingactions. A visionary project managercan take the team members in the rightdirection and easily adapt to changes ontheir way.7. Negotiating skills: For example, as aproject manager, you will receive requestsfrom stakeholders that may possibly affectthe scope of a project. You’ll have to pushthem back, but diplomatically, all interestedparties think they get what they want. Thenthere are inevitable conflicts that will arisebetween team members or other peopleinvolved in the project. If you are good atnegotiation, you can resolve these disputesbefore threatening and failing the project.8. Team building: The project managercannot execute a project alone. Therefore,the project manager should form a team towork with before continuing the project.Project managers need to manage the teamoperationally as well as leading a team from a strategic perspective. We will give details regardingthis attribute in the following sections.9. Leadership: This attribute is a vogue word for project management world. The concepts of managerand leader are all mentioned together. In general, leadership is the top first attribute of a projectmanager, but we mentioned it last because we believe that this should be given in detail. Thus, thefollowing section will focus on the managing versus leading a project topic

The Pros and Cons of Becominga Project Manager

Pros:• It can often be a steppingstone to promotion.• It provides a strong sense of accomplishment.• There’s considerable variety: no two days are alike.• There’s signifcant freedom of choice.• It aords the opportunity to eect change across the organization.

Cons:• It requires signifcant tolerance for politics.• It requires signifcant tolerance for ambiguity and uncertainty.• There’s a lot of responsibility, but little or no authority.• You may feel “disconnected” from your technical discipline.• You may be perceived by some as not having “a real job.”

The Pros and Cons of Becominga Project ManagerPros:

• It can often be a steppingstone to promotion.• It provides a strong sense of accomplishment.• There’s considerable variety: no two days are alike.• There’s signifcant freedom of choice.• It aords the opportunity to eject change across the organization.Cons:• It requires signifcant tolerance for politics.• It requires signifcant tolerance for ambiguity and uncertainty.• There’s a lot of responsibility, but little or no authority.• You may feel “disconnected” from your technical discipline.• You may be perceived by some as not having “a real job.”

Although the PM is novice or experienced, he/she must inspect many functional areas, each with itsown experts. Hence, the PM who uses systems approach, should be more skilled at synthesis. Meredithand Mantel (2009) present the typical responsibilities of a project manager in a project organization byindicating those functional areas (Figure 5.1).Project manager: Finance Engineering Contracts Planning Manufacturing Procurement Quality

External and Internal Stakeholders
External Stakeholders:CustomersEnd usersSuppliersShareholdersRegulatory bodiesCompetitors
Internal Stakeholders:SponsorResource managerProject managementoce (PMO)Portfolio steeringcommitteeProgram managerPMs of other projectsTeam members

External and Internal Stakeholders
External Stakeholders:CustomersEnd usersSuppliersShareholdersRegulatory bodiesCompetitors
Internal Stakeholders:SponsorResource managerProject managementoce (PMO)Portfolio steeringcommitteeProgram managerPMs of other projectsTeam members

In project management, effective team leaders can usually create a partnership approach betweenIn project management, effective team leaders can usually create a partnership approach betweenthemselves and their teams. The idea of leadership as a partnership is crucial for project managementbecause it emphasizes the importance of all leaders ultimately dependent on their teams to achieve theirproject objectives. Four things are required to develop the idea of partnership between the project managerand the team (Pinto, 2016, p118):
1. Exchange of purpose: Partnerships require that every worker be responsible for defining theproject’s vision and goals. A steady dialogue between the project manager and team members cancreate a consistent and widely shared vision.2. A right to say no: It is critical that all members of the project team feel they have the ability todisagree and to offer contrary positions. Supporting people’s right to voice their disagreements is acornerstone of a partnership. Losing arguments is acceptable; losing the right to disagree is not.3. Joint accountability: In a partnership, each member of the project team is responsible for theproject’s outcomes and the current situation, whether it is positive or shows evidence of problems.The project is shared among multiple participants and the results of the project are also shared.4. Absolute honesty: Partnerships demand authenticity. An authentic atmosphere promotesstraightforwardness and honesty among all participants. Because we respect each team member’srole on the project, we make an implicit pact that all information, both good and bad, becomescommunity information. Just as honesty is a cornerstone of successful marriages, it is critical inproject team relationships.

Stag _defining characteristics Forming: Members get to know one another and lay the basis for project and team ground rules.StormingConflict begins as team members begin to resist authority and demonstrate hidden agendasand prejudices.NormingMembers agree on operating procedures and seek to work together, develop closerrelationships, and commit to the project development process.Performing Group members work together to accomplish their tasks.AdjourningGroups may disband either following the completion of the project or through significantreassignment of team personnel.

Parker (2008) indicated four styles of team memberswhere each contributed in different ways to the success ofthe team, and each style had a downside when carried to anextreme. Figure 5.12 presents these styles.According to Parker’s study:
• A Contributor is a task-oriented team member whoenjoys providing the team with good technicalinformation and data, does his or her homework, andthen pushes the team to set high performance standardsand to use their resources wisely.