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Transcript of Chapter 2 the Manager, The Organization & the Team
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MEM 612 Project Management
Chapter 2
The Manager, the Organization,
and the Team
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MEM 612 Project Management
THE PMS ROLES
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MEM 612 Project Management
Facilitator
Manager-as-supervisor versus manager-
as-facilitator
Systems approach versus analyticalapproach
Suboptimization
Must ensure project team members haveappropriate knowledge and resources
Micromanagement
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MEM 612 Project Management
Communicator
Figure 2-1 Communication Paths Between a
Projects Parties-At-Interest
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MEM 612 Project Management
Virtual Project Manager
Geographically dispersed projects
Communication via
Email Web
Telephone
Video conferencing Never let the boss be surprised!
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MEM 612 Project Management
THE PMS RESPONSIBILITIES
TO THE PROJECT
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MEM 612 Project Management
Three Overriding Responsibilities
Acquiring resources
Getting necessary quantity and quality can be
key challenge
Irrational optimism
Fighting fires and obstacles
Leadership and making trade-offs
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MEM 612 Project Management
Negotiation, Conflict Resolution,and Persuasion
Necessary to meet three overriding
responsibilities
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MEM 612 Project Management
SELECTION OF A PROJECT
MANAGER
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MEM 612 Project Management
Key Criteria
Credibi l i ty- The PM is believable
technical credibility
administrative credibilitySens it iv i ty- Politically astute and aware of
interpersonal conflict
Leadersh ip , Style, Ethic s- Ability todirect project in ethical manner
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MEM 612 Project Management
PROJECT MANAGEMENT AS A
PROFESSION
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MEM 612 Project Management
FITTING PROJECTS IN THE
PARENT ORGANIZATION
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MEM 612 Project Management
More on Why Projects?
Emphasis on time-to-market
Need for specialized knowledge from a
variety of areas Explosive rate of technological change
Accountability and control
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MEM 612 Project Management
Figure 2-2 The Pure ProjectOrganization
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MEM 612 Project Management
The Pure Project Organization
Advantages
Effective and efficient for large projects
Resources available as needed
Broad range of specialists
short lines of communication
Drawbacks
Expensive for small projects Specialists may have limited technological depth
May require high levels of duplication for certain
specialties
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MEM 612 Project Management
Functional Project Organization
Advantages
technological depth
Drawbacks lines of communication outside functional
department slow
technological breadth
project rarely given high priority
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MEM 612 Project Management
Figure 2-4 Matrix ProjectOrganization
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MEM 612 Project Management
Matrix Project Organization
Advantages
flexibility in way it can interface with parent
organization
strong focus on the project itself
contact with functional groups minimizes projectitis
ability to manage fundamental trade-offs across
several projects
Drawbacks violation of the unity of command principle
complexity of managing full set of projects
conflict
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MEM 612 Project Management
Figure 2-5 Mixed ProjectOrganization
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MEM 612 Project Management
THE PROJECT TEAM
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Characteristics of EffectiveProject Team Members
Technically competent
Politically sensitive
Problem orientation Goal orientation
High self-esteem
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MEM 612 Project Management
Matrix Team Problems
Weak (functional) matrix
PM has no direct reports
Ability to communicate directly with team
members important
Matrix projects
Important to maintain good morale
Project office
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MEM 612 Project Management
Intrateam Conflict
Life cycle phase and source of conflict
Name-only team
Interpersonal conflict
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MEM 612 Project Management
Copyright
Copyright 2 5
John Wiley & Sons, Inc.
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