Chapter 3

The Project Manager

2012 John Wiley & Sons Inc.

3-*The Project ManagerThe project manager can be chosen and installed as soon as the project is selected for fundingThis simplifies several start up activitiesThe project manager can be chosen laterThis makes things difficultSenior management briefs the project managerProject manager begins with a budget and scheduleAs people are added these are refined

3-*Functional ManagementFigure 3-1

3-*Functional Management ContinuedDepartment heads are usually functional specialists They have the required technical skills to evaluate all members of their organization Functional managers:Decide who performs each taskDecide how the task is performedExercise a great deal of control over every aspect of the work that gets performed within their area

3-*Project ManagementFigure 3-2

3-*Project Management ContinuedProject managers are usually generalists It would be very unusual for a project manager to have all the technical skills that are used on their projectsProject managers:Rarely decide who performs each taskLack the technical skills to evaluate much of the work performed on a particular projectExercise control very little over most aspects of the work that gets performed on the project

3-*Comparing Functional & Project ManagersFunctional managers need technical skills; project managers need negotiation skillsFunctional managers should be more skilled at analysis; project managers should be more skilled at synthesisFunctional managers use the analytic approach; project managers use systems approachFunctional managers are responsible for a small area; project managers are responsible for the big pictureFunctional managers act as managers; project managers act as facilitators

3-*Comparing Functional & Project Managers ContinuedFunctional managers are responsible for a small area; project managers are responsible for the big pictureFunctional managers act as direct, technical supervisors; project managers act as facilitators and generalists

3-*Three Major Questions facing Project ManagersWhat needs to be done?When must it be done?How are the resources required to do the job to be obtained?

3-*Project Manager ResponsibilitiesThe parent company The project and the clientThe project team

3-*The Parent CompanyProper usage of resourcesTimely and accurate reportsCovered in detail laterKeep project sponsor informed

3-*The Project and the ClientPreserve the integrity of the projectThis may be difficult with all sides wanting changes Keep the client informed of major changes

3-*The Project TeamVery few people will work for the project managerThe team will disband at the end of the project The project manager must look out for everyones future This is in the best interest of the project, otherwise as the project winds down, everyone will be looking after themselves

3-*Project Management Career PathsMight work on several projects simultaneouslySmall short-term projects train new project managersStart on small projects and work up to large projectsExperience as a project manager is often seen as a desirable step on the corporate ladder

3-*Special Demands on Project ManagerAcquiring adequate resourcesAcquiring and motivating personnelDealing with obstaclesMaking project goal trade-offsMaintaining a balanced outlookBreadth of communicationNegotiation

3-*Acquiring Adequate ResourcesProject budgets are usually inadequateResource trade-offs must be consideredCrises occur that require special resourcesAvailability of resources is seen as a win-lose proposition

3-*Acquiring and Motivating PersonnelMost project workers are borrowed from functional managersThe project manager negotiates for the desired worker butThe project manager wants the best qualified individualThe functional manager decides who to assign

3-*Acquiring and Motivating Personnel ContinuedThe functional manager also decides:The skill level to assignThe pay and promotion of the workerWorker will most likely return to the functional manager once the project is finishedOnce workers are assigned to a project, the project manager must motivate themThe project manager has little or no control over pay and promotion

3-*Most Important Characterizes for Team MembersHigh-quality technical skillsPolitical, and general, sensitivityStrong problem orientationStrong goal orientationHigh self-esteem

3-*Dealing with ObstaclesEvery project is uniqueThe project manager should be ready to face a series of crisesA big problem is scope creep

3-*Dealing with Obstacles ContinuedEarly problems are associated with resourcesLater problems are associated with:Last-minute schedule and technical changesThe happenings to a team when the project is completed

3-*Making Project Goal Trade-OffsProject managers must make trade-offs between the project goals of:CostTimeScopeAncillary goalsMultiple projectsProject goals and organizational goalsProject, firm, career

3-*Maintaining a Balanced OutlookHard to tell where a project is headedOutlook can change over the life of a projectTechnical problems cause waves of pessimism and optimismMood swings can hurt performanceMaintaining a positive outlook is a delicate job

3-*Breadth of CommunicationWhy projects existSome projects failSupport of the top management is neededA strong information network is neededMust be flexible

3-*NegotiationsAcquiring adequate resourcesMotivating personnelDealing with obstaclesMaking project goal trade-offsHanding failureMaintaining communication

3-*Attributes of Effective Project ManagersCredibilitySensitivityLeadership, ethics, and management styleAbility to handle stress

3-*CredibilityTechnical credibilityAdministrative credibility

3-*SensitivityPolitical sensitivityInterpersonal sensitivityTechnically sensitivity

3-*Leadership, Ethics, and Management StyleLeadershipStrong sense of ethicsA management style that fits the project

3-*Ability to Handle StressNo consistent proceduresToo much to doHigh need to achieveOrganizations in change

3-*Problems of Cultural DifferencesProject managers must adapt to the social and cultural environment in which they are workingThis is especially true when the project is in another countryProblems can arise in international projects, when a cultures opinion of some group is different from that of the firm

3-*Aspects of CultureTechnologyInstitutionsLanguageArt

3-*Culture and the ProjectTimeStaffing projectsKnowledge of people