Key difference between managing and leading a project?
Managing copes with complexity; leading copes with change.
Two customer/team outcomes PMs must achieve per Westland (2010).
Keep customers happy and team members happy.
What are “influence currencies”?
Organizational favors/resources exchanged to build cooperative relationships.
Purpose of a stakeholder dependency map.
Visualize whose cooperation/approval is needed, potential opposition, and relationship status (diagram referenced).
Define MBWA in this context.
PMs spending much time in face-to-face interactions to build relationships and spot issues early.
One benefit of strong top management support.
Signals importance of cooperation and enables responsive resourcing.
Why is a project sponsor significant?
Provides senior backing, guidance, and organizational leverage.
Example of an ethical dilemma from the notes.
Padding cost/time estimates or falsifying accounts.
Two elements of trust highlighted.
Character (motives) and competence (skills).
One takeaway from Case Study 2 (Seaburst).
Investigate discreetly, document the incident, and improve site security while preserving relationships.
A contradiction PMs must balance.
Being flexible yet firm.
Two traits of an effective PM listed.
Systems thinker; high emotional intelligence.
