Deployment of a project office using the SAFe methodology using the “Project Management Hexagon” metric, part 3

Tabular representation of the Interaction Matrix “Hexagon of management/roles/documents/tools”:

Column description:

• Management side: This is one side of the “management hexagon”, representing the key aspects of project management.

• Roles: Key roles responsible for managing the relevant facet.

• Documents: Basic documents required for management within each facet.

• Tools: The programs and platforms that are used to manage and support each process.

The characteristics of leaders of managerial facets according to the Adizes model (PAEI) depend on each specific function that the leader performs. The Adizes model describes four key management roles:

1. Leader of the Manufacturing Edge (P – Production)
   A leader with this characteristic is focused on results and efficiency. Its goal is to complete assigned tasks and timely delivery of a product or service. Key Features:

   • Focus on short-term goals.

   • High productivity.

   • Solving specific problems and solving problems as they arise.

   • The desire to complete the work at any cost.

   • Good planning and resource management skills.

2. Leader of the Administrative Edge (A – Administration)
   The leader-administrator is focused on structure, processes and control. He is responsible for organizing, standardizing and managing processes. Key Features:

   • Tendency to systematize and organize.

   • Focus on following rules and procedures.

   • Ability to manage risk and ensure deadlines are met.

   • Attention to detail and documentation.

   • Ability to structure work and control its implementation.

3. Leader of the Entrepreneurial Edge (E – Entrepreneurship)
   A leader with entrepreneurial characteristics is focused on new opportunities, innovation and development. He leads the company or project towards strategic goals and sees the future. Key Features:

   • Ability for long-term strategic planning.

   • Creative approach to problem solving.

   • Openness to change and risks.

   • Energy and activity.

   • Initiative and leadership in innovation.

4. Leader of the Integrator Edge (I – Integration)
   The integrative leader focuses on connections between people, teamwork and corporate culture. His task is to maintain team unity and integrate team actions to achieve common goals. Key Features:

   • Emotional intelligence and understanding of interpersonal interactions.

   • Ability to build and maintain teamwork.

   • Ability to resolve conflicts and establish communications.

   • Focus on the development of corporate culture.

   • Long-term relationships and employee retention.

5. Leader of the Quality Edge

Leader responsible for qualityfocuses on maintaining high standards of task completion, minimizing errors and continuous process improvement.

Characteristics of a quality leader:

Standards and Improvement Focused: Committed to implementing and maintaining high quality standards at all levels.

Attention to detail: Ability to notice even minor errors or deviations from standards.

Striving for Excellence: Constantly seeking opportunities to improve processes and products.

Methodical: the use of analytical approaches to measure and control quality, the use of methods such as Lean, Six Sigma.

Ability to Implement Standards: Ability to effectively implement quality management systems (e.g. ISO) and ensure compliance with them.

Audit and control skills: regularly review and evaluate results to ensure compliance with established standards.

A quality leader must be flexible and open to change, ready not only to control current processes, but also to initiate their continuous improvements in order to increase the company's competitiveness.

6. Leader of the Finance Edge

Leader responsible for financial componentfocuses on managing budgets, effectively allocating resources, and achieving the financial goals of the organization.

Characteristics of a Finance Leader:

Financial discipline: strict adherence to established financial plans, budgets and limits.

Analytical Mind: Ability to analyze financial data and predict future results based on current performance.

Focus on efficiency: optimizing costs and finding ways to increase financial returns from investments and projects.

Planning Skills: Ability to develop financial strategies that take into account both short-term and long-term goals of the organization.

Risk management: the ability to identify and minimize financial risks that affect the profitability and sustainability of the company.

Flexibility and adaptability: the ability to quickly respond to changes in economic conditions and adapt financial strategies to new challenges.

Focus on ROI (return on investment): Constantly assessing and reviewing how investments in projects and operations translate into profits and profitability.

A finance leader must balance minimizing costs with the need to support growth and innovation. This requires a strategic approach to resources and active financial risk management.

Relationship with the Adizes model

Although the dimensions of quality and finance are not directly mentioned in the Adizes model (PAEI), they can be integrated into the management structure as supporting elements:

1. The Quality Leader may be combined with the Administrator (A) function, which deals with processes and standards compliance.

2. The finance leader is closely related to the Producer (P) function, since the control of costs and resources directly affects the successful achievement of goals.

Thus, quality and financial management require not only compliance with standards, but also strategic management of resources and results, which harmoniously complements other leadership functions.

To supplement the characteristics of leaders of managerial facets with qualities corresponding to the Myers-Briggs typology (MBTI), the following preferred types can be identified for each of the managerial facets.

Quality Leader

A Quality Leader is focused on maintaining high standards, attention to detail, and continuous process improvement. For this, an analytical mind, methodicality and a penchant for order are important. The most suitable personality types in the Myers-Briggs typology:

• ISTJ (Inspector) – practical, detail-oriented and rules-oriented. The ISTJ will ensure that quality standards are maintained consistently and consistently.

• INTJ (Strategist) – Strategic thinking combined with an analytical approach allows this type to see opportunities for process improvement and turn them into reality.

Key MBTI Traits of a Quality Leader:

1. Striving for order and efficiency.

2. Ability to plan and organize.

3. Focus on analysis and logic.

Finance Leader

A finance leader must have the ability to analyze data, manage resources and develop strategies, as well as have a good understanding of risks and opportunities. Traits such as attentiveness, strategic thinking and financial discipline are important here. Most suitable personality types:

• ESTJ (Administrator) is an effective, organized and disciplined leader who manages resources in a results-oriented manner.

• ENTJ (Commander) — focused on strategic management, sees big goals and opportunities, but at the same time effectively manages financial flows, minimizing risks.

Key MBTI Traits of a Finance Leader:

1. Strategic thinking with a focus on ROI.

2. Ability to make rational decisions and manage resources.

3. Planning skills and strict financial discipline.

Productivity leader (Producer in the Adizes model)

This leader is goal-oriented and results-driven, which requires determination, initiative, and a focus on action. Most suitable types:

• ESTP (Marshal) is an energetic, practical and action-oriented leader who likes to take the initiative and achieves results with quick and effective decisions.

• ENTJ (Commander) – A strategist who focuses on results and organizes his team with an eye to success.

Key MBTI Traits of a Productivity Leader:

o Decisiveness and practicality.

o Ability to make quick decisions.

o Action and goal orientation.

Leader of the administrative edge (Administrator in the Adizes model)

The Administrative Frontier Leader manages processes, develops and maintains systems. It focuses on order and efficiency. This role is characterized by attention to detail, persistence, and control orientation. Most suitable personality types:

• ISTJ (Inspector) — stable, rule-oriented and good at managing processes, strictly adhering to deadlines and regulations.

• ESTJ (Administrator) – Organized, with a strong focus on rules and order. This type is ideal for operations and resource management.

Key MBTI Traits of an Administrative Frontier Leader:

o Ability to structure and organize processes.

o Following established procedures and standards.

o Ability to implement and monitor the implementation of plans.

Integration leader (Integrator in the Adizes model)

An integration leader unites the efforts of the team, cares about teamwork and harmony, and creates relationships between employees. This requires empathy, communication skills and the ability to motivate a team. Most suitable types:

• ENFJ (Mentor) – a charismatic leader who knows how to motivate and inspire a team to work together. The ENFJ creates a comfortable work environment by integrating the efforts of everyone involved.

• ESFJ (Consultant) is a caring and supportive leader who focuses on the needs of the team and creates harmony in the team.

Key MBTI Traits of an Integration Leader:

o Ability to build relationships within a team.

o Empathy and sensitivity to people's needs.

o Ability to create harmony and cooperation.

Entrepreneurship leader (Entrepreneur in the Adizes model)

The leader of the entrepreneurial edge is focused on innovation, the search for new opportunities and a strategic vision for development. Creativity, determination and risk-taking are essential for this role. Most suitable types:

• ENTP (Inventor) is a creative and energetic leader who loves to find new ways and opportunities, quickly responds to changes and is ready to experiment.

• ENFP (Champion) is an intuitive and inspiring leader who easily finds new ideas and opportunities for growth and development.

Key MBTI Traits of an Entrepreneurial Leader:

o Openness to new ideas and experiments.

o Willingness to take risks.

o Creative thinking and innovation orientation.

The relationship between personality types and managerial facets

Each managerial facet requires specific skills and approaches that can be enhanced by choosing the right leadership skills based on the Myers-Briggs typology. These types help each leader use their strengths to manage various aspects of the organization, which contributes to its stability, efficiency and growth.

*MBTI (Myers-Briggs Type Indicator) is a personality type indicator developed by Isabel Briggs Myers and her mother Katherine Cook Briggs, based on Carl Jung's theories of psychological types. The MBTI classifies people into 16 different personality types, which are based on four dichotomies.