Is there a difference between project management and project leadership?
Project management uses the tools, knowledge, and techniques needed for defining, planning, organizing, controlling, leading, and closing a project. Project leadership appears, therefore, to be a subset of project management. But it would be a mistake to assume that project leadership is secondary to project management. Project leadership is the only function that occurs throughout the project cycle. It is. in many ways, the glue that holds the other functions together. The output from defining, planning, organizing, controlling, and closing a project depends largely on how well project leadership is exhibited. Without solid leadership, performance of the other functions will be marginal at best.
Industries are replete with examples of projects that had well-defined plans and plenty of financial support, yet achieved less than satisfactory results. Project managers must gain and retain the confidence of myriad players, including the project sponsor, client, team, and senior management. Project leadership, then, means going beyond the mechanics of managing a project, such as building a work breakdown structure, constructing schedules, or managing change. It calls for inspiring all players to accomplish the goals and objectives in a maimer that meets or exceeds expectations.
Project management uses the tools, knowledge, and techniques needed for defining, planning, organizing, controlling, leading, and closing a project. Project leadership appears, therefore, to be a subset of project management. But it would be a mistake to assume that project leadership is secondary to project management. Project leadership is the only function that occurs throughout the project cycle. It is. in many ways, the glue that holds the other functions together. The output from defining, planning, organizing, controlling, and closing a project depends largely on how well project leadership is exhibited. Without solid leadership, performance of the other functions will be marginal at best.
Industries are replete with examples of projects that had well-defined plans and plenty of financial support, yet achieved less than satisfactory results. Project managers must gain and retain the confidence of myriad players, including the project sponsor, client, team, and senior management. Project leadership, then, means going beyond the mechanics of managing a project, such as building a work breakdown structure, constructing schedules, or managing change. It calls for inspiring all players to accomplish the goals and objectives in a maimer that meets or exceeds expectations.