《Fundamentals of Project Management 4th Edition》 读书笔记 第十三章 项目经理领导力

CHAPTER 13 The Project Manager as Leader

向变色龙一样，你要调整自己应对人、形式和环境的方法，来保证项目效率。

Just as a chameleon changes skin color tomaximize survival, so should you adjust your approach to people, situations,and circumstances to ensure project efficiency.

不要总是呆在自己的comfort zone

Most of us have a natural preferred stylethat we are comfortable with, aptly named the comfort zone. This can often makethe transition from project manager to leader difficult to begin with. It iseasy for
you to operate when you are behaving naturally. When circumstancesrequire you to break out of this area, though, it requires a certain amount ofwork. To be an effective project leader you should be cognizant of the reluctanceyou will probably encounter when
changing your own behavior.

你应该鼓励冒险，并消除对失败的恐惧。否则就难以提高效率。

As project leader, you should encourage risktaking and try to eliminate the fear of failure. If the team is afraid to makemistakes, its ability to perform at a high level will be impeded.

错误能够呈现更多的机会。不单你可以从中学习教训，而且你可利用错误来塑造团队的行为和环境。

Although it sounds counterintuitive,mistakes can present important opportunities. Not only can you learn from yourmistakes, but you can use them to mold behavior and set the tone of the teamenvironment.

只要有所成就，就要进行某种形式的庆祝。从而提高士气。在完成里程碑或者阶段目标达到时，都可进行庆祝。

Celebrate. As soon as possible, anaccomplishment, big or small, should be acknowledged and celebrated as a team.As projects begin, a certain amount of inertia must be overcome. Start bycelebrating the small
victories, and, as the project progresses, continue toacknowledge good work as appropriate. Many project leaders celebrate with theteam as milestones are reached or predetermined goals are accomplished at theend of each project phase. Whichever method you
employ, it is your job to keepthe momentum going by knowing your team and ensuring high morale.

你要将组员们的角色、技能和性格合理融合，从而达到最大的效能。

Although you represent the glue that holdsthe team together, you can also be thought of as the chef who is responsiblefor mixing the ingredients of project team member roles, skill sets, andpersonalities
to maximize overall performance.

召开状态会议的最佳实践：

Here are some best practices for efficientlyrun project status meetings:

只是进行状态跟踪，而不要想在会上完成其他工作。

[1]Statusthe work; don’t expend valuable time accomplishing the work in the meeting.

建立会议纪律。

[1]Establishmeeting ground rules such as:

不必要的人不要参加

• Minimum number of members for a quorum (enough to hold themeeting).

达成一致

• Consensus (in case of a deadlock, if five members agree, then themeeting proceeds, with the possibility to revisit the issue).

在会议室中不要有等级观念

• All titles are left at the door (this is worth mentioning again).

保密

• Confidentiality (everything said stays in the meeting room).

每次只一个人发言

• One person speaks at a time.

[1]Starton time; end on time.
准时开始，准时结束

[1]Appointa timekeeper to help you keep to your schedule.
指定一个时间监督员

[1]Recruita scribe to record and distribute meeting minutes.
指定专人来记录并分配会议时间

[1]Focuson participation to ensure that every voice is heard.

[1]Donot allow extended sidebar discussions.
防止跑题

[1]Ensurethat all electronic devices are off or on vibrate.
把所有电子设备设为无声

最好有专门的人做会议记录，轮流做记录的做法不好，会带来风格的不统一。

Some project teams alternate the role ofscribe. This is a bad idea. If you appoint a single scribe, that individualwill develop efficient habits of recording and distributing the minutes in atimely manner.
If the job rotates to share the work, each week will produce adifferent style, and no single team member will develop the aforementionedefficiencies.

如何解决冲突也是非常重要的技能。

As a project leader, you need to be able toidentify and develop team member roles, determine the appropriate approach to conflictresolution, lead project status meetings, and work with virtual team