Annotated Bibliography on Project Management and Leadership

Source 1

Wysocki, R. K. (2014). Effective project management: Traditional, agile, extreme (7th ed.). Indianapolis, IN: Wiley.

Effective Project Management: traditional, agile, extreme, the 6th Edition is recommended by the Project Management Institute for a several of practicing professionals and practicing project managers and undergraduate, graduate, and adjunct faculty as well as corporate trainers. Its author earned a MS and PHD in Mathematical statistics from Southern Methodist University and BA in Mathematicss from the University of Dallas.He also is a past Association Vice precident of AITP and has 40 years of experience in project management. EPM7e was focused on three distinct markets: the education market, the training market, and professional reference (Wysocki, 2014, p. xxxiii). Through the book, we do not only understand the challenges of effective project management, but also identify the common sense we already possess and channel it into effective project management and know the characteristics of Traditional Project Management. This work illuminates to my research topic as he provides a ready source of useful information about the book’s contents. It is designed to bring me quickly to some supporting materials for my and further study, or for my use in presentations and other learning experience.

Source 2

Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: PMI.

In this PMBOK® Guide - the Fifth edition defines project management related concepts and guides for managing individual projects. It guides for the project management profession and contains the globally recognized standard. its research also indicates that there is a consensus about value and usefulness. The application of knowledge, processes, skills, tools, and techniques can impact significantly on project success. (The PMBOK® Guide, p2) is useful to my research topic as it promotes and provide a common vocabulary in the project management profession, and I can apply project management concepts. (The PMBok® Guide, p19) also mentions the Code of Ethics guides practitioners of the profession about the basic obligation of responsibility, respect, fairness, and honesty. It claims that practitioners demonstrate a commitment to ethical and professional conduct. It complies with regulations, organizational and professional policies and laws, as well as conduct applies globally. Especially, practitioners should be committed to responsible, honest, respectful dealings, fair practices when interacting with any stakeholders. This book will form the basis of my research and will be useful supplementary information for my research on my project management.

Source 3

Lock, D.(2012). Project management. Retrieved from

http://web.a.ebscohost.com.ezproxy.laureate.net.au/ehost/ebookviewer/ebook/bmxlYmtfXzUwNDY4NF9fQU41?sid=6e6c7e54-99a2-4b8c-8c29-1efed4fe1dd3@sdc-v-sessmgr03&vid=0&format=EB&rid=1

(Lock, 2012, p. 1) introduces a brief of organizations representing the profession of project management such as the history of project management, project life cycles and life histories, different types, customers, clients, end-users and contractors of projects. The entire project management process is explained in great detail in the tenth edition of project management. He also claims that implementing management change projects and the role of senior management support is included brank new chapters. This edition is useful for my research topic because the text constructed so logically organized, well-indexed, and reader-friendly, clear diagrams and free of jargon. Furthermore, case examples and diagrams are reinforced throughout with many new for this edition. (Lock, 2012, p. 19) explained that the success of the project manager will usually be judged according to how well they achieve the three primary objectives of cost, performance and time, even a repeated project will differ from its predecessor in one or more aspects, so there are no two projects exactly alike. It is often a step into the fraught with risk and uncertainty.

Source 4

Project Management Institute. (n.d.). Code of Ethics and Professional Conduct. Retrieved from http://www.pmi.org/About-Us/Ethics/Code-of-Ethics.aspx

In this video, ethics is defined about making the best possible decisions concerning people, the environment and resources by PMI. Ethics also are about making hard choices, they guide us throughout life's dilemmas while making consistently ethical decisions is not always easy. Ethical choices can advance positive results, diminish risk increase trust, build reputations for the project managers and determine long term success. The values that drive ethical conduct for the project management profession are honesty, responsibility, respect, and fairness have been determined by PMI members. Values of PMI's code of ethics and professional conduct applies to the best outcome is the most ethical one and the real-life practice of project management. I find this video extremely useful because I would love to be an ethical person in many aspects of real-life not only a project manager. When people know that you are going to be honest in your dealings that you are going to communicate what you say and do. Government all over the world should have laid down ethical guidelines to make it clear that doing the right things, is the right things for the business.

Source 5

Lloyd-Walker, B., & Walker, D. (2011). Authentic leadership for 21st-century project delivery. International Journal of Project Management, 29(4), 383–395.

This article aims to address the identified need for a new project leadership style in Australia in the 21st-century, so the focus of this paper is on the characteristics of authentic leadership. Future project managers will be required new management skills by generation change. And project managers will need authentic leadership in that century, where ethics, trust, and respect for others, honesty and using power responsibly are developed by project managers (Kloppenborg and Petrick, 1999). A set of values or high moral standards are self_aware and guided by an authentic leader who successfully operates in the increasingly complex working environment, and is viewed as honest and as possessing integrity demonstrated through transparency in their actions, resulting in fair and balanced decisions,  especially in alliance project management (Lloyd-Walker, B., & Walker, D, 2011, p. 383-395) , This work illuminates my bibliography topic because authentic leadership is likely to support innovators in adverse situations and encompasses a set of relevant leadership attitudes and behaviors that managing projects in this century will require a different approach in the 21 st century.

Source 6

Müller, R., & Turner, R. (2010). Leadership competency profiles of successful project managers. International Journal of Project Management, 28(5), 24-25

Ralf Müller currently works at BI Norwegian Business School, the Department of Leadership and Organizational Behaviour. Ralf does researches in project management, leadership, and Governance. His current project is 'The balance of vertical and horizontal leadership in projects.'(Müller, R., & Turner, R. 2010) studied the leadership competency profiles of successful project managers in different types of projects if their characteristics meet the requirements of the position, project managers are more likely to perform better or to stay longer in their position (Mumford et al., 2000). (Müller, R., & Turner, R. 2010, p. 24). to some extent in other leadership styles, the authentic leadership trails discussed may be found to be present. Authentic lead extension of transformation leadership may be viewed by authentic leadership. (Müller, R., & Turner, R. 2010). has an opportunity to expand on the research of others in concerning to project leadership, method of alliance project agreements and the different skills, knowledge, and attributes and will require of project leaders and team members in the future, and now. (Müller, R., & Turner, R. 2010, p. 25) has illuminated my bibliography topic results of a pilot study and preliminary results of further research which demonstrate that the new project leadership style required for the 21st-century.

Source 7

Yang, L.-R., Huang, C.-F., & Wu, K.-S. (2011). The association among project manager's leadership style, teamwork and project success. International Journal of Project Management, 29(3), 258–267.

The authors have been commissioned to conduct research by The Project Management Institute into whether the project manager’s leadership style is a success factor in projects, whether its impact is different on different types of projects.

Firstly, they indicate that an appropriate leadership style can lead to better performance, and show where the literature on leadership competencies and emotional intelligence show that appropriate leadership can deliver higher performance. They then review the success factors and discuss how and why it ignores the contribution of the project manager. Leadership style and competence of the project manager, however, have no impact on project success means the leader has less of an impact on performance. This may because the respondents have not given due consideration to their own impact on project success when most of the studies asked project managers their opinion. (Yang, L.-R., Huang, C.-F., & Wu, K.-S, 2011) illuminates my work, and success factors has largely ignored the impact of the project manager, and competence, on project success

Source 8

Iikamaa, K. (2015). Developing a project manager’s competencies. A collective view of the most important competencies. 3, 681-687.

The author analyzes the data of a project manager’s work-role based and competencies to an effective project manager, and introduces a self-evaluation method to collect that must simultaneously be the leader, the mentor, the manager, the facilitator, and good communications. They can be flexible to respond to uncertain or ambiguous situations with minimum stress. They can select silent facts and be able to use them in the best way by taking needed action while filtering out unnecessary and irrelevant materials. Therefore, project management is a dynamic process of leading planning, coordinating and controlling a diverse and complex set of processes and human resources in the pursuit of achieving the project goal. The tasks of management and leadership skills are required and culminate in a project manager’s interaction to make decisions and work with all the stakeholders to make decisions. This journal illuminates my research because project manager’s success is based on the achievement of their project goals within the defined limitations, budget, and resources in terms of time on the completion of the project within explicit criteria. Therefore, successful project management requires a careful appointment of a skilled project manager.

Source 9

Crawford, L. (2005). Senior management perceptions of project management competence. International Joural of Project Management. 23(1), 7-16.

Crawford works as project management and economic program at the University of technology. She claims that demand for project managers grows, and the standard for development and assessment of project management competence also increase. Project management standards are being used extensively all over the world. Organizations adopt project management, so there is increasing interest in the competence of project managers. that there is a positive relationship between standards and effective workplace performance. The author explains that there may be different perceptions and expectations of project management competence. My research topic is illuminated by this journal due to new writers' standards in evaluating project managers effectively.

Source 10

Nauman, S., Khan, A. M., & Ehsan, N. (2010). Patterns of empowerment and leadership style in project environment. International Journal of Project Management, 28(7), 638–649.

The authors suggest that the project manager is the highest-ranking category among project management competence factors. Successful projects are led by individuals who possess both a blend of management knowledge, technical and leadership skills that are internally compatible with the motivation of the project team. In this journal,  (Nauman, S., Khan, A. M., & Ehsan, N. 2010, p. 638-649) also shows the evidence that according to Zimmerer and Yasin (1998), positive leadership contributed to almost 76% of the success of projects, and the failure of the projects contributes 67% by poor leadership. This work illuminates my bibliography because it is clear that project leaders need both task-oriented leadership styles and relationships to cope with the challenges within different phases of the projects. In projects, their teams must be led by project leaders towards completing defined goals within a fixed schedules, and achieving the goal or final aim is the ultimate test of leadership.