I love to engage in new opportunities, be it in my personal life or as part of a work force, but I also like to have personal and quality time with the people I choose to include in my life. My opinion on this is because majority of the people rarely take the time to pause, reflect and evaluate what they have done. Perceived Competency: The belief that one can or has the skill to do something successfully or efficiently.In our fast-paced careers and lives, it’s common for people to get lost in the days, weeks and even months. An agile project involves continuous co - operation with stakeholders and continuous improvement at each stage / phase.Įmotional Intelligence: The belief that one is aware and is capable of managing and controlling self-emotions and can sensibly handle interpersonal relationships. In a business setup, agility is perceived to be dependent on the context.Īgile Project: A project that can be easily managed by subdividing it into several stages or phases. Leadership: The ability to exercise judiciously exercise power in its different forms to direct and influence others' behaviours.Īgility: The ability of an individual or an organization to think, understand and react quickly and easily to environmental changes or challenges. Also loosely referred to as 'skills'.ĭevelopment Plan: It is commonly referred to as the 'Personal Development Plan (PDP).' It is a personal action plan based on one's awareness, values, reflection, goal setting, and personal development planning in career, education, interpersonal relationships, or self-improvement.
Self-reflection is perceived to be the foundation for personal development.Ĭompetence: The ability to action something successfully or efficiently. Self-Reflection: A personally intrigued, careful, and/or serious thought or introspection about one's performance, character, and actions. Proficiency: A high degree of skill or expertise. The question is, “How can a project leader embrace all these requirements in a rapidly changing project environment?” Key Terms in this Chapter Central to all this is the need to be emotionally intelligent given the people management aspect of managing projects. With project agilism comes the need for flexibility, assuming simplicity, embracing change incrementally, and managing with purpose, and all these are meant to maximize project and stakeholder value. The global business environment presents opportunities, experiences, and challenges due to unavoidable continuous global industry transitions and disruptive technologies (Saruchera, 2021). While such literature has increased over the years, the complexities presented by the dynamic nature of project management have continued to present new challenges that require continuous research. Project management literature has been increasingly inundated with several factors impacting the success of projects and related studies (Pinto & Slevin, 1989 Lechler, 2000 Prabhakar, 2005 Doloi et al., 2011 Saruchera, 2014 Serrador & Pinto, 2015 Saruchera & Phiri, 2016 Sudhakar, 2016 Pace, 2019 Irfan et al., 2021), with some focusing on specialized projects. This chapter challenges project managers and/or project team leaders to define their own value-based leadership competence and continuously reflect, evaluate, and improve themselves. The chapter concludes by proposing a personal agile project leadership development plan (PAPLDP) template with an agility component that can be adopted for improvement and growth. Through a synthesis of both old and more recent literature, the chapter identifies and conceptualizes ten determinant factors of effective agile project leadership and proposes a self-reflection framework for each of the ten project leadership competency areas. This chapter focuses on a theoretical review of the various elements necessary for effective agile project leadership. Irrespective of one's role in a project, there is a need for self-examination and self-reflection regarding how members relate during the various phases of project implementation. AbstractThe agile revolution and increasing cross-functionality nature of project teams imply an increasing need for effective and results-orientated project leadership.
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