한 프로젝트 관리자가 하인 리더 역할을 하며 팀 성과가 낮아 일정이 늦어지고 있는 중요한 도로 건설 프로젝트의 마감일을 맞추느라 애쓰고 있습니다. 프로젝트를 다시 정상 궤도에 올리려면 프로젝트 관리자가 먼저 무엇을 해야 합니까?
정답: A
project manager who is acting as a servant leader should empower the team members to conduct their job activities and hold each person accountable to improve the schedule. This is because a servant leader demonstrates commitment to serve and put other people first, and emphasizes flexibility and empathy to empower team members to adapt and thrive. A servant leader also fosters a culture of collaboration, communication, and feedback, and helps the team members develop their skills and potential. By empowering the team members, the project manager can improve their performance, motivation, and satisfaction, and ultimately get the project back on track.
The other three options are not the best actions for a servant leader to take, because:
Notifying the project sponsor that the team is underperforming and requesting additional resources to compress the schedule is a possible option, but it is not the first thing to do. The project manager should first try to address the root causes of the team's low performance, and explore other ways to improve the schedule, such as fast-tracking, crashing, or re-baselining. Requesting additional resources may not be feasible or effective, and it may also undermine the trust and confidence of the team members and the sponsor.
Contacting each team member to inform them that further schedule slips will not be tolerated by the project sponsor is a coercive and authoritarian action, which is contrary to the servant leadership style. This action may create fear, resentment, and resistance among the team members, and damage their morale and engagement. It may also increase the risk of conflicts, errors, and turnover, and worsen the project performance.
Beginning holding daily meetings to assign each team member discrete tasks with specific due dates is a micromanaging and controlling action, which is also contrary to the servant leadership style. This action may reduce the autonomy, creativity, and ownership of the team members, and make them feel disempowered and demotivated. It may also increase the workload and stress of the project manager, and hinder the team's collaboration and learning.
References:
Leadership Styles - BrainBOK
7 Traits of Servant Leadership in Agile Project Management - Project Management Academy Servant Leadership in PMO Management: A Path to Success - IIL Blog Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Project Management Institute.
Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
