[3/3] The Art of Project Management (The art of managing IT projects) (Category Management)

This post ends with a story about a book started in posts. 1 and 2. Here we will talk about the last part of “Management”.

12) Why leadership is based on trust The chapter begins with a discussion of simple things that help build trust.

Do what you say and say what you think. The author further argues that Trust is built on the unconditional fulfillment of the obligations assumed. And inconsistent behavior on important issues leads to a loss of trust. There are two types of power in an organization: deserved and granted power. The first is a response to your actions. It is much more useful than the power given to you by the leaders. But it is better that you have both of these branches:) Transferring authority within a team helps build trust. But when problems arise, the leader should take responsibility for their occurrence. This helps build the trust of employees and they will come to you about their problems instead of sweeping them on the carpet.

• Well, for a leader, faith in oneself is very important - this is the cornerstone of leadership.

13) How to make things happen The chapter begins with Scott talking about the quality of great leaders—the ability to achieve the desired result. This is how he defines this ability.

It’s a fusion of knowledge about how to catalyze and manage a process in a variety of situations, and the courage needed to cope with that role. The author tells how to prioritize the work and use lists for this. It lists three main goals. (concept)list of characteristics (specification) and a list of jobs. These lists should be consistent with each other. In order to achieve results, you need to be able to say no, if you can not say no, then you effectively do not have priorities. The manager must maintain the team’s knowledge of how the project is going. In order to stay within the expected time frame, it is convenient to use a critical path or even a critical chain.

14) Middle-game strategy Here the author talks about the stages of the project and shows how to monitor its implementation. In general, there are much more interesting books on this subject, such as Visualize Work. (“Making Work Visible”). I told before

15) End-game strategy This chapter is devoted to the completion of the project, which, according to the author, is similar to the landing of an aircraft.

Both require getting close to the finish line long and slow. At the same time, you need to be ready for a sudden re-takeoff without serious alterations. In general, now it will be easier to start IT projects, since we have a CI / CD and all parts of the system can be updated and tested many times a day. But if the project is complex and involves all the functions of the company, then it can be very complex and its launch is really similar to the one described above.

16) Power and politics The last chapter is about power and politics. To be honest, I don't like it very much, but politics is a natural consequence of human nature. As a result, if people work in a single group, then there will definitely be some distribution of power. The author notes that Every leader has his own political limitations and the more power a person has, the more structurally complex these restrictions are. Political power may include: encouragement, coercion, manipulation of awareness, relationships, and influence. To solve political problems, we need to understand the balance and try to negotiate with those who have political influence on the participants. I would like to note that the author recommends reading the book.48 The laws of power, which I think is filled with anti-patterns of how a leader should behave. As a result, it can only be read as Gregory Oster’s Harmful Advice:)

#Management #Agile #Project #Leadership #SelfDevelopment #Software #Processes