CIS 348 Term Paper Change Management Communication and Leadership

Strayer CIS 348 Information Technology Project Management, Term Paper: Change Management, Communication, and Leadership, 12 pages, 1948 words, Graded A for, IT Project Management PMPĀ® Project Management Professional.
During this course, you have developed many of the artifacts utilized by project managers. You have learned that, contrary to common misconceptions, project managers are involved in more than scheduling. In this paper, you will cover some of the other areas in which project managers are involved including procurement, change control, communication, and leadership.


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Discussion

Change Agents: Describe change agents and examine the major qualities and skills that they must have in order to facilitate change efficiently A change agent is a person from inside or outside the organization who helps an organization transform itself by focusing on such matters as organizational effectiveness, improvement, and development. A change agent usually focuses his efforts on the effect of changing technologies, structures and tasks on interpersonal and group relationships in the organization. The focus is on the people in the organization and their interactions. A Change Agent is someone who knows and understands the dynamics that facilitate or hinder change. Change Agents define, research, plan, build support, and partner with others to create change. 1. Broad Knowledge. You must not only have broad industry knowledge but a broad range of multidisciplinary knowledge, including conceptual knowledge, diagnostic knowledge, evaluative knowledge, an understanding of methodology for change, and ethical knowledge. 2. Operational and Relational Knowledge. You must be able to listen, trust, form relationships, observe, identify, and report. You must be flexible to deal with different types of relationships and behaviors. 3. Sensitivity and Maturity. You must not only be able to demonstrate sensitivity to others but you must also be sensitive and mature enough to be aware of your own motivations. 4. Authenticity. You must be authentic. You must act in accordance with the values you seek to promote in the organization. For example, if you recommend a form of management that permits subordinate participation, you should not attempt to impose these changes without the participation of the organizational members. In other words, you should practice what you preach. Change agents can be vital to struggling organizations, helping them get back on track by adapting to a changing environment. They are given the responsibility for bringing about and sustaining change in their organizations without the position or power to drive it. Change agents are people who act as catalysts for change and the change agent could be the project manager or the team. Change agents are normally very good with having ways to convince others to accept changes. Some of the characteristics a change agent must have is clear vision of what needed to be changed and why. Patient and persistent with the understanding that change does not happen overnight; yet at the same time change agents must be persistent to what they are trying to do. They must be knowledgeable and lead by example and any questions that are being asked needs to be given a good, clear, and convincing answer. Also, change agents should have a strong relationship with others built on trust in order for people to follow by good example.

Discussion

Read The Case for Hirina Emotionally Intelligent Leaders. Next, give your opinion on the most important competency of emotional intelligence for a project manager. Support your response. I am going to have to go with self-awareness on this one just from my own personal experience with working in a doctor’s office. Although it was not a project management setting, more like an office management setting, we had a great manager who was very self-aware in that she knew what it took to keep us all upbeat throughout the day. Her positive attitude had a trickle down effect on ours and her mood impacted ours for this reason. She also had a great deal of empathy, as you can imagine, with 10 women working in a busy doctor’s office. An upbeat manager makes all the difference and her social skills and empathy also played a part in it, so much so that when she retired and the receptionist was suddenly made office manager, most employees started looking for other work. In my opinion the most important competency of emotional intelligence in a Project Manager (PM) is that the person selected will have a balance of general knowledge of the project at hand to better motivate a team and in maintaining high morale within the project. If the PM can successfully complete the project than you can say I have an “Emotionally Intelligent Leader”. You don’t promote an accountant to be a PM just because he or she is excellent with numbers