PMP 3#

active listening

The message receiver restates what’s been said to fully understand and confirm the message and it provides an opportunity for the sender to clarify the message if needed.

avoiding power

The project manager refuses to act, get involved, or make decisions.

charismatic leadership

The leader is motivating, has high- energy, and inspires the team through strong convictions about what’s possible and what the team can achieve. Positive thinking and a can-do mentality are characteristics of a charismatic leader.

expert power

The project manager has deep skills and experience in a discipline (for example, years of working in IT helps an IT project manager better manage IT projects).

ingratiating power

The project manager aims to gain favor with the project team and stakeholders through flattery.

informational power

The individual has power and control of the data gathering and distribution of information.

interactional leadership

The leader is a hybrid of transactional, transformational, and charismatic leaders. The interactional leader wants the team to act, is excited and inspired about the project work, yet still holds the team accountable for their results.

guilt-based power

The project manager can make the team and stakeholders feel guilty to gain compliance in the project.

leadership

Leadership is about aligning, motivating, and inspiring the project team members to do the right thing, build trust, think creatively, and to challenge the status quo.

management

Management utilizes positional power to maintain, administrate, control, and focus on getting things done without challenging the status quo of the project and organization.

media selection

Based on the audience and the message being sent, the media should be in alignment with the message.

meeting management

Meetings are forms of communication. How the meeting is led, managed, and controlled all influence the message being delivered. Agendas, minutes, and order are mandatory for effective communications within a meeting.

personal or charismatic power

The project manager has a warm personality that others like.

presentation

In formal presentations, the presenter’s oral and body language, visual aids, and handouts all influence the message being delivered.

pressure-based power

The project manager can restrict choices to get the project team to perform and do the project work.

PMI Talent Triangle

Defines three areas of PDUs for PMI certified professionals to maintain their certification. The PMI Talent Triangle includes technical project management, leadership, and strategic and business management.

positional power

The project manager’s power is because of the position she has as the project manager. This is also known as formal, authoritative, and legitimate power.

Professional Development Units (PDUs)

PDUs are earned after the PMP to maintain the PMP certification. PMPs are required to earn 60 PDUs per three-year certification cycle. Of the 60 PDUs, a minimum of 35 hours must come from educational opportunities.

project manager

The role of leading the project team and managing the project resources to effectively achieve the objectives of the project.

punitive or coercive power

The project manager can punish the project team.

referent power

The project manager is respected or admired because of the team’s past experiences with the project manager. This is about the project manager’s credibility in the organization.

reward power

The project manager can reward the project team.

sender-receiver models

Communication requires a sender and a receiver. Within this model may be multiple avenues to complete the flow of communication, but barriers to effective communication may be present as well.

servant leadership

"The leader puts others first and focuses on the needs of the people he serves.

Servant leaders provide opportunity for growth, education, autonomy within the project, and the well-being of others. The primary focus of servant leadership is service to others."

Servant leaders provide opportunity for growth, education, autonomy within the project, and the well-being of others. The primary focus of servant leadership is service to others. "

situational power

The project manager has power because of certain situations in the organization.

style

The tone, structure, and formality of the message being sent should be in alignment with the audience and the content of the message.

transformational leadership

The leader inspires and motivates the project team to achieve the project goals. Transformational leaders aim to empower the project team to act, be innovative in the project work, and accomplish through ambition.