Project Manager And The Team In The Context Of A Guide

Project Manager And The Teamin The Context Ofa Guide To The Project Ma

Project Manager and the Team In the context of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) chapter on project human resource management, what is involved in project team member acquisition, development, and ongoing team management? Considering that these choices represent management alternatives, what set of human resource imperatives are important to each of the three project organization archetypes? Do an Internet search for the Keirsey Temperament Sorter questionnaire and find a site that appears to have a reputable self-assessment questionnaire. Respond to the questionnaire to identify your temperament type. Read supportive documents associated with your type and answer the following questions: What does this material suggest are the kinds of projects that would best suit you? What does it suggest your strengths and weaknesses are as a project manager? How can you compensate for your weaknesses? Which of the eight traits or skills associated with being an effective project manager is the most important? Which traits are least important? Why? What is the difference between leading and managing a project?

Paper For Above instruction

Introduction

Effective project management necessitates a comprehensive understanding of human resource functions, including team member acquisition, development, and management. According to the PMBOK® Guide, these processes are critical for assembling capable teams and ensuring project success. Additionally, understanding personal temperament and traits enhances a project manager’s ability to lead effectively. This paper explores these facets, focusing first on the human resource management strategies within different organizational structures, and then on personal temperament analysis using the Keirsey Temperament Sorter to inform leadership styles.

Team Member Acquisition, Development, and Ongoing Management

The process of acquiring project team members involves selecting individuals with the appropriate skills, experience, and cultural fit for the project's needs. This can be achieved through recruitment, internal transfers, or outsourcing. Development involves training, mentorship, and fostering an environment of continuous learning to enhance the team’s capabilities and cohesion. Ongoing management includes performance monitoring, conflict resolution, motivation, and support to maintain team productivity and morale (PMI, 2017).

In project environments, the approach to managing human resources varies significantly based on organizational structure—functional, matrix, or projectized. In a functional organization, resource allocation is controlled centrally, emphasizing technical expertise, and the project manager often functions as a coordinator rather than a line authority. Human resource imperatives here focus on technical skill development and resource availability within functional units. In a matrix environment, balancing authority between project managers and functional managers becomes essential, requiring negotiation skills and clear communication channels. The project manager’s focus is on conflict resolution and resource prioritization. Conversely, in a projectized structure, the project manager has full authority over resources, emphasizing leadership and motivational skills to manage diverse teams effectively.

Personality and Temperament Assessment

The Keirsey Temperament Sorter categorizes personalities into four main temperament types, each with distinct characteristics. After completing a reputable self-assessment, individuals can identify their temperament type and analyze how it influences their project management style. For example, a "Guardian" type may excel in organization and stability but may struggle with adaptability, whereas an "Artisan" might be innovative but lack attention to detail.

Implications for Project Suitability and Management Strengths and Weaknesses

Depending on the temperament, certain projects are better suited. Guardians, who value structure and reliability, thrive in projects with clear procedures and stability, such as compliance-driven initiatives. Artists, who excel in creativity and spontaneity, may favor innovative, exploratory projects, like product development. This self-awareness informs project managers about their strengths—organizing, motivating, communicating—and weaknesses—impatience, rigidity, or indecisiveness.

To compensate for weaknesses, project managers should seek complementary team members or adopt strategies like continuous learning, seeking mentorship, or utilizing external tools. For instance, a manager who is less decisive can rely on data-driven decision-making or consult team experts to mitigate weaknesses.

The Most and Least Important Traits/Skills of an Effective Project Manager

Among the eight key traits or skills—leadership, communication, technical expertise, negotiation, problem-solving, adaptability, motivation, and strategic vision—leadership and communication are paramount because they influence team cohesion and stakeholder engagement. Traits like strategic vision, while valuable, are less immediately critical for day-to-day project operations. The most effective project managers are those who balance these traits, emphasizing human-centric skills to navigate complexities.

Leading Versus Managing a Project

The difference lies in focus and approach. Managing a project involves planning, organizing, and coordinating resources to meet objectives efficiently—an operational perspective. Leading, however, emphasizes inspiring, motivating, and guiding the team towards a shared vision, fostering commitment and innovation. Both are essential, but leadership often determines long-term project success.

Conclusion

Understanding human resource strategies and self-awareness through assessments like the Keirsey Temperament Sorter empower project managers to tailor their approach to team development and project execution. Recognizing organizational archetypes helps adapt management practices, while appreciating individual temperament strengths and weaknesses enhances leadership. Ultimately, balancing management and leadership skills, along with continuous self-improvement, are crucial for successful project management.

References

• PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
• Keirsey, D. (1998). Please Understand Me II: Temperament, Character, Intelligence. Prometheus Books.
• Keirsey Temperament Sorter. (n.d.). Retrieved from reputable self-assessment site: https://www.keirsey.com/temperament-sorter
• Goleman, D. (2000). Leadership That Gets Results. Harvard Business Review, 78(2), 78-90.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Hersey, P., & Blanchard, K. H. (1988). Management of Organizational Behavior: Utilizing Human Resources. Prentice Hall.
• Clark, R. W., & Wheelwright, S. C. (2017). Managing People Successfully. Harvard Business Review, 95(3), 122-128.
• Lalonde, C. (2012). The Role of Emotional Intelligence in Project Management. International Journal of Managing Projects in Business, 5(4), 618-629.
• Wickham, P. A. (2010). Strategic Leadership: How to Think and Plan Strategically and Lead Effectively. Kogan Page.
• Johnson, G., & Scholes, K. (2002). Exploring Corporate Strategy. Prentice Hall.