The situational leadership models are a subgroup of project management models that are used by professionals deliberately or inherently. The situational leadership models can be used while applying a variety of project management methodologies. The situational leadership models are helpful in understanding how to lead teams in different situations. They can be categorized under models, methods, and artifacts section.
Project Management Models
All of us have a style to do things. Therefore, we all have a variety of models to use while dealing with struggles both in professional life and daily routine. Just like we can use different ways of thinking in real life, project management models exist showing us different perspectives of project management approaches.
Project management models are a variety of perspectives that depict how things work and how they should be. Project management models can be used in any performance domain of project management. In other words, a model is "a way of thinking". We have already mentioned them in the models, methods, and artifacts section.
Models, Methods, and Artifacts
According to PMI, a model is "a way of thinking to explain a process, framework, or phenomenon", a method is "the means for achieving an outcome, output, result, or project deliverable", and an artifact is a template, document, output, or project deliverable.
Tailoring in Project Management
The tailoring process consists of adapting project processes, project management approaches, and project management styles to the conditions obtained, organizational structure, environmental factors, and nature of the work.
Uncertainty Performance Domain
All projects are conducted within a surrounding environment. This environment has different aspects such as technical, social, political, and economic. Any of this can be a source of uncertainty for a project.
Measurement Performance Domain
You are implementing the planning, delivery, and execution stages of a project, and everything is going well. Or, is it really going well? Maybe it's not working out and you are not aware of it. Just planning and doing the job is often not enough. Therefore, it is inevitable that a number of measurement and monitoring processes will take place in the projects.
Delivery Performance Domain
Every project has a scope. In predictive projects, this scope may be predefined in the planning section and change control procedures are applied.
Manage Team Process - PMBOK 6 Knowledge
In the process of managing the project team, feedback on the work of the team is collected, problems and conflicts within the team are resolved in a way that is in favor of the project, the performance of the team members is monitored and the necessary interventions are made.
Project Work Performance Domain
Every project is run by conducting a series of tailored processes. The nature and specifications of these processes are established by a tailoring approach done by the project team.
Planning Performance Domain
In order to achieve the result we want at the end of the project, it is necessary to effectively organize activities and functions, coordinate teams and processes, and organize newly obtained information according to changing conditions, so that the project work that we need to implement can be completed with optimal effort and resources. During the whole lifespan of a project, planning provides guidance for successfully executing the project work, creating business value, and delivering outcomes.
Develop Team Process
Develop team is a project management process in which the competencies of assigned team members are improved in the process of obtaining resources, intra-team communication is increased and conflicts are managed when they occur, and factors surrounding the team, in general, are improved.
Development Approach and Lifecycle Performance Domain
Traditionally, the predictive lifecycles for conducting projects were one step ahead of others such as adaptive, incremental, and iterative. However, with the rapid changes in the sector and the requirements of stakeholders, it emerged as a necessity to react to the endless changes in the requirements of the project and the stakeholders.