Project management patterns: repressive, in isolation, and active – what is the best?

project success It is identified by a variety of factors. The personality and approach of the project is some of them. The more you think about this, the more important this aspect becomes. Based on my notes, project managers can be divided into three types: repression, Lesez Fire, and active.

Repressive

The desert heat, a man who orders slaves to move the huge stones to a slope to build a stroke. The classic image of tyranny also translates into project management. Some project managers put a focus on completing the task. For them, the project is the task of “resources” He should Complete at the specified time and on the budget. They are “strongly leading” to hand over the project to the goals set by the elderly. Small management is also part of this mixture. It cannot be pushed by non -personal matter, non -personal, the efficiency of the task somewhat. However, a plateau was quickly reached, followed by a huge decrease in the morale.

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In their search for control, new project managers can tend to tyranny. Deep topic experts, who are promoted to project management, are also vulnerable to this. Of course, some project managers simply lack the decisive soft skills necessary for effective management.

The repressive PMS represents one end of the spectrum. Their path is not perfect, but it is in real life. Some of their projects are already successful, but they always leave a bad taste. Fortunately, we see less and less than these types. The sensitivities of the new age, meditation, previous experiences, or political necessities may be behind this decline.

Leissez-FAIRE leadership

Laissez-FAIRE It means unwillingness to participate. It is the other side of the spectrum. Project managers take the “Hand getting rid” approach-sometimes to excessive degree, which can be harmful to the project. What might seem to be the giving of self -government to the team is actually the jurisdiction of duties. They are “absent” project managers who fail to manage the project effectively. To maintain appearances, they may ignore the team around the final dates, but their approach is quickly revealed. Laissez-FAIRE Project management calls for conflict and uncertainty. Once the project employees feel this method, they become disappointment, and they wander in the prime minister to accomplish matters, and in general he takes a faint offer for the Prime Minister. This is not good for the project, team, or prime minister.

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Laissez-FAIRE Project management can sometimes, IronicallyStart with good intentions. Project managers may want to give their teams freedom, but they end up giving up a lot of control. Horse riding comes to mind. Poastery and respect for the horse are necessary, but packages are also required. Otherwise, the contestant will not be in control.

Project managers who have no idea on the project’s topic are also vulnerable to this style. Many project managers today, whether unintentionally or to compensate for palaces, adopt a form Laissez-FAIRE administration. This approach is ineffective, and when they face pressure, these managers tend to turn into the opposite oppressive and oppressive leadership.

Active leadership

The third approach, which I do “active”, collects the project, brings together the best elements of the above patterns while alleviating their faults.

Active project managers pay real attention to the project, people, the field of problem, and ensure comprehensive delivery.

they Actively Leading, managing and supporting the team at all times. Active project managers remain involved in work without interfering. They realize the appropriate times to take over and when to enable others.

The feature of identifying them is their perception of projects as tools to solve problems. They understand the topic/theoretically the problem and communicate the big image to their team, allowing them to move forward in the right direction with the minimum supervision.

All the most effective products managers who cooperated with all were “active” PMS. Personally, I aim to be an “active” president as well, and I seek to integrate the qualities that I have noticed in other “active” PMS in my style.

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Active project managers are very rare. It takes a certain level of intellectual curiosity to become one. Moreover, the difficult skills and softness are only possible through experience. Project managers of all patterns will supervise the implementation of the project – one way or another. The teams arise from where, when and how they focus their attention.

Project managers have one job: for project management. They use a variety of methods to accomplish this, which is an option that may be circumstantial or reflects their personality. Using a journey analogy, the three approaches will reach the destination. However, experiments will vary greatly. The first will be turbulent, the second that can be forgotten, but the third, delightfully.