ACCA-Lecture6(ProjectManager&Stakeholders)

1

Project Manager and

Stakeholders

Lecture 6

Abdisalam Issa-SalweThames Valley University

Abdisalam Issa-Salwe, Thames Valley University2

Topic list About project? The project manager The project team Project stakeholders


What is a project? Any piece of work that is undertaken or

attempted; "he prepared for great undertakings" www.cogsci.princeton.edu/cgi-bin/webwn

a planned undertaking www.cogsci.princeton.edu/cgi-bin/webwn

"The concept of 'project' means different things to different users, or reflects different frames of reference. In finance and budgeting terms it is an investment with a specified economic return. In economic analysis a project is a potential income generating activity. In management terms the project notion often connotes a particular organisational unit.". www.dfid.gov.uk/aboutdfid/files/glossary_p.htm


Project management The application of knowledge, skills, tools and

techniques to a broad range of activities to meet the requirements of the particular project. Project management knowledge and practices are best described in terms of their component processes. www.asq.org/info/glossary/p.html

The set of people, tools, techniques, and processes used to define the project’s goal, plan all the work necessary to reach that goal, lead the project and support teams, monitor progress, and ensure that the project is completed in a satisfactory way. mfg.patentcafe.com/glossary.asp


Project management (cont…) Project management is concerned with the overall

planning and co-ordination of a project from inception to completion aimed at meeting the client's requirements and ensuring completion on time, within cost and to required quality standards. www.ecbp.org/glossary.htm

Project management is the systematic planning, organizing and controlling of allocated resources to accomplish project cost, time and performance objectives. Project management is normally reserved for focused, non-repetitive, time-limited activities with some degree of risk and that are beyond the usual scope of program (operational) activities for which the organization is responsible. www.tbs-sct.gc.ca/pubs_pol/dcgpubs/TBM_122/abkglos-1_e.asp


Project management (cont…) The objective of project

management is a successful project. A project will be deemed successful

if it is completed at the specified level of quality, on time (timescale) within budget.


Project manager Project manger: The individual responsible

for managing a project. Project management process: The way in

which a project manger co-ordinates a project from initiation to completion, using project management and general management techniques, is


Definition of project manager The individual responsible for managing a

project. This person would plan and organise activities required to develop deliverables requested by clients. www.aits.uillinois.edu/glossary/glossaryp.html

Systems analyst with a diverse set of skills--management, leadership, technical, conflict management, and customer relationship--who is responsible for initiating, planning, executing, and closing down a project. myphliputil.pearsoncmg.com/student/bp_hoffer_modernsad_3/glossary.html


Definition of project manager (con…) A project manager oversees the

execution of entire project or publication, including hiring members of the production team, assigning tasks, organizing and scheduling the writing and production process, and attending to all administrative details. writerseditors.com/services.htm


Project manager duties Some of the leadership tasks they will

be required to perform include choosing team members, assigning duties, motivating employees, setting standards, performing reviews and team member reassignments.


Project manager duties (cont…) Outline planning Detailed planning: Teambuilding Communication Coordinating project activities Monitoring and control Problem solution Quality control


Project manager duties (cont…) Outline planning

Develop project targets Diving the project into activities and

placing these activities into the right sequence

Development framework for the procedures and structures

Detailed planning: work breakdown structure, resource,

requirements


Project manager duties (cont…) Teambuilding:

build cohesion and team spirit Communication:

Supervisor must know what is going on Ensure members are briefed

Coordinating project activities: Between the project team and users, and

other external parties


Project manager duties (cont…) Monitoring and control:

The project manager should estimate the causes for each departure from the standard, and take corrective measures

Problem-solution Even with the best planning, unforeseen

problems may arise Quality control:

There is often a short-sighted trade-off between getting the project out on time and the project quality.


Project manager skills Leadership and team building Organisational Communication Technical Personal


Project manager skills (cont…) Leadership and team building

Being enthusiastic about the project Being positive Delegating tasks

Organisational: Ensuring all project documentation is clear

and distributed to all who require it Using project management tolls to analyse

and monitor project progress


Project manager skills (cont…) Communication:

Listing to project team members Using persuasion to coerce reluctant team

members or stakeholders to support the project

Ensuring management is kept informed Technical:

Providing the technical expertise and experience needed to manage the project.


Project manager skills (cont…) Personal

Being flexible Showing persistence Being creative Being patience


Leadership style


Project team Comprises the people who report

directly or indirectly to the project manager Project’s success depend to a large extent

on the team members select The team comprises individuals with

different skills and personalities Question when building a team:

What skills required Who has the particular talent Availability and affordability What level of supervision


Factors which enhances project team Effective communication All member being aware of the team’s

purpose Collaboration and creativity Trusting, supportive atmosphere Innovative/creative behaviour Interdependence among the team Capacity of conflict resolution Enthusiasm Acceptance of change


Managing conflict Conflict will occasionally occur

Positive: fresh ideas and energy being input to the project

Negative conflict: problems which may bring the project to a standstill

An open exchange of views between project personnel should be encouraged This will help ensure all possible courses of

action Manager to keep in touch with the

relationship of team members and act as a conciliator if necessary.


Negotiation techniques Focus on the problem, not the

personalities Define the problem carefully Try to develop options that would

result in mutual gain Look for a wide variety of possible

solutions


Resolution techniques Ideally the conflict will be resolved by

the parties involved agreeing on a course of action. If this does occurs, the project manager should: Work through using negotiation

techniques Attempt to establish a compromise Try to smooth out any differences Emphasise areas of agreement

If all attempts fails, the manager should make a decision.


Controlling the team Two types of control strategies:

Behavioural control: deals with the behaviour of team members. Control is exercised through agreed procedures, policies and mythologies

Output control: attention is focused on results, more that the way these were achieved


Controlling the team (cont…) Trust-control dilemma:

T + C = Y

T = the trust the superior has in the subordinate, the trust which the subordinate feels the superior has in him

C = the degree of control exercised by the superior over the subordinate

Y = a constant, unchanging value


Controlling the team (cont…) Any increase in C leads to an equally

decrease in T. If the manager retains more ‘control’

or authority, the subordinate will immediately recognise that he/she is being trusted less

If the superior wishes to show more trust in the subordinate, this can only be done by reducing C , that is by delegating more authority.


Controlling the team (cont…) Span of control

Span of control or span of management refers to the number of subordinates responsible to a person

Classical theorists There are physical and mental limitation to a

manager’s ability to control people, relationships and activities

There should be tight managerial control from the top of an organisation downward. The span of control should be restricted to allow maximum control.


Controlling the team (cont…) The appropriate span of control will

depend on: Ability of the manger Ability of the team members Nature of the task The geographical dispersal


Project stakeholders Identifying Stakeholders - a Primary and

an Ongoing Task "Satisfy stakeholders!" is the project

manager's mantra. For successful projects, it's not enough to deliver on the customer's demand; projects have to meet all stakeholder expectations. Identifying stakeholders is a primary task because all the important decisions during the initiation, planning and execution stages of the project are made by these stakeholders.


Project stakeholders (cont…) Some primary project stakeholders:

the project manager, the risk manager the project team, the support team the sponsor, the customer.

In a larger sense, anyone who participates in the project or is impacted by its results is a stakeholder. Each stakeholder has an essential contribution to make and all stakeholder expectations need to be met.

Contribution made by different people to the project is the principal criteria for identifying stakeholders


Support team

CustomersProject manager

Sponsors

Team Members

Risk manager


Project stakeholders (cont…) Managing stakeholder dispute

Establish a framework to predict the potential for disputes. This involves risk management, since an unforeseen (risk) has the potential to create conflict, and dispute management

Dispute resolution processes: Resolution: is the solution of a conflict Settlement: is an arraignment which

brings an end to the conflict


Project stakeholders (cont…) Conflict between project stakeholders

may be resolved by: Negotiation Partnering Mediation A third party neutral may judge or

intervene to impose a solution On very large projects, a Dispute

Review Board (DRB) may be formed

ACCA-Lecture6(ProjectManager&Stakeholders)

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