Guide - The Project Manager's Survival - Donald_Penner

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The Project Manager's

SURVIVALthe handbookfor real-world project management

Donald D. Penner

Second Edition

0 BATTELLEPRESSColumbus Richland


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Library of Congress Cataloging-in-Publication DataPenner, Donald D., 1938-The project manager's survival guide: the handbook for real-world pr o~ ec tmanagement

I Donald Penner. - 2nd ed.p. cm.Includes hihliographical references an d index.ISBN 1.57477-126-4 (alk. paper)I . Project managem ent. I. Title: Surv ival guide . 11. Ti tle .

Editing and book design:First Edition - Karen And erson, UnCom mnn Sense, SeattleSecond E dition -Kristin Manke and Am y M adden, Battellc Press, ColumbusPrinted m the Un ~te d ates of AmericaCopyright O 002 Batlelle M cmnrial Institute.All rights reserved. No part of this book may be reproduced or transmitted in any [ o m or byany means, electronic or mechan ical, including photocopying, recording or by any informationstorage and retrieval system, without permission from the publisher.Battelle Press505 King AvenueColumbus, Ohio 43201-2693614-424-6393: 1-800-451-3543Fax: 614-424-3819Web Bookstore: www.battellc.arghookstoreE-mail: [email protected]


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ForewordThe Project Manager's Survival G uide is more than a book.It's a management tool for your desk and your briefcase.It's there to help you with the most critical decisions you'llmake as a manager: W hat to take on. How to launch a project.How to spot problems-and address the-long before thecrisis stage. How to handle a crisis when it does occur.The Survival Guide reflects Don Penner's experience as amanager, researcher, consultant, and teacher. Don first sketchedthe Suvvival Guide in outline form for a training programBattelle designed and conducted for project and programmanagers.Referring to it as a "never-finished draft," Don updates theSurvival Guide continuously to reflect problems that arise and

strategies that work in real-world organizations. Thehandbook's reminders, checklists, self-evaluations, andrefreshingly frank comments ("Tell the t r u t b a l w a y s '7 domore than prepare a project manager for tough terrain. Theyguide you, step by step, through the thick of it.The Survival Guide has been so popular among Battelle

clients that we urged Don to let us make it available to a generalbusiness audience. We are proud to present this easy-to-usedesktop edition.Joseph Sheldrick, Publisher

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PrefaceFrom the beginning, The Project Manager's Suw ival Guidewas intended as a list of ideas and thoughts-reminders aboutthe things that are easy to forget but which always seem to comeback and "bite" even the most experienced project manager.Many of these reminders come from executives, linemanagers, and project managers we have interviewed abouttheir real-world experiences in project managem ent. At theconclusion of each interview, we asked them to list the primaryways that projects, and project managers, get in trouble. Severalchapters of the Suwival Guide conclude w ith excerpts fromthese interviews.Nearly everyone we interviewed emphasized that whenproblems arise in a project, the project manager should report

these difficulties to his o r her m anager as soon as they arediscovered. Several executives pointed out that when they findout about problems after the fact, their reactions are likely to befrustration and anger. Had they been informed early on, theywould have been in a position to help deal with the problem.The Suwival Guide was originally designed to accom pany aweeklong seminar designed by Battelle for project and program

managers. Thanks are due to Steve Ford and Pat Bettin withwhom I collaborated on the development of the sem inar. W espent many productive hours discussing project management.I would also like to thank the executives, managers, andproject team m embers of the m any client organizations that Ihave worked w ith, as well as the more than 500 individuals whoparticipated in our weeklong project managem ent courses in the

US and abroad. I learned at least as much from them as theylearned from our sem inars.


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Since the first edition of the Survival Guide was publishedin 1994, I have spent most of my time involved in a series ofinternational projects. Thus, this second edition includes achapter dealing with some of the unique aspects of suchprojects. J have also replaced the Assessment of Team-OrientedLeadership with a new, shorter, and more carefully focusedassessment instrument. In addition, I have attempted to clarify anumber of points throughout the Survival Guide that somepeople found a bit confusing.

Kristin Manke did an excellent job editing this secondedition, and as usual, Joe Sheldrick, the publisher, provided thepushing and prodding to bring this second edition to fruition. Ithank them both.Finally, I thank Carolyn, my wife, for her encouragementand for putting up with the many nights and weekends I havedevoted to this and other projects since we were married in

1961.Donald D. Penner


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Contents...Foreword.................................................................. E EPreface .......................................................................v

I . Getting Started ......................................................IAssess your personal situation 1Assess the project situation 3Negotiate your charter 6How to get in trouble 8

2. The Project Manager's Role .................................9Responsibilities 9Authority 11Evaluating your leadership skills 12How to get in trouble 133. Vision....................... ....................................15The military estimate of the situation 15Key elements 16How to get in trouble 16

4. Defining Goals and Objectives............................19Initial proposal 19Final proposal 20Final statement of work 20Approval 21Assessing functional resources 21How to get in trouble 2 1

5. Ownership......................................................... 23Selling the project and keeping it sold 23Ownership and the product users 24Ownership and your project team 26How to get in trouble 27vii


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The Project Manager's Survival Guide

6. Planning............................................................29Risk assessment, analysis, and management 3 3The project plan outline 34How to get in trouble 37

7. Organizing and Staffing...................................... 39Organizing 39Staffing: Who do you need? 418. Team-Building.................................................... 43

The attributes of effective teams 43Benefits of teamwork 44Attributes of successful team leaders 45Developing effective teams 45The four stages of team development 469. Running the Project ............................................ 3

Executing 53Monitoring 54Correcting 57How to get in trouble 5810. Reporting and Closedown.................................. 1Reporting 61Closedown 63I I . international Projects ........................................65Culture 65

L=?Pge 66Work Ethic 67Ethics, etc. 68Legal and Tax Issues 68Currency Exchange Rates 68Civil Unrest 69

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Appendix A - A SelfAssessmen t of Team-OrientedLeadership............................................................... 73.ppendix B The Project Manager's Checklist......81.ppendix C Messages from the Brass...................89Index ........................................................................ 95


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The ProjectManager's

SIJRVIVAIAGIJIIBII


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1. GettingStarted

Before you take the jobI . Getting StartedBefore you take on an assignment as a project manager,especially if it is your first opportunity as a manager, it isimportant to ask yourself a few questions and collectinformation about the project. Executives tell us that one of themain reasons projects fail is a poor match between the projectand the project manager. They also tell us that, too often,potential project managers get sold on attempting to manageimpossible projects.Remember that it is one thing to agree to attempt to run athree-minute mile but another thing to do it. Even thoughturning down the opportunity to m anage a high-visibility projectis a career risk, it is almost always less risk than taking on aproject that is doomed to failure. So, before you take on aproject:Assess your personal situation

Assess your own motivation and ab ility to be a projectmanager. Is this something you want to do? Does it makesense to you?


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Project management is very different from doing technicalwork as an individual contributor. Listed below are just afew ways in which project management differs fromtechnical work:

Which type of position is best for you?Project Manager

Large span of controlMany subordinatesHigh people and budgetcomponentSurrounded by technical expertsAs many as 200 activitiesldayMany interruptionsTime for interactionsServes as "boss" to teamCareer = managementadvancementMuch intervention in lives of othersHigh stress

Individual ContributorRelatively small span of controlFew subordinatesHigh technical or engineeringcomponentRequires "hands on" expertiseLimited number of activitiesldayFew interruptionsTime for reading and analyzingServes as facilitator to teamCareer = growth in field

Little exercise of power requiredLower stress

A project management job is often a first step into amanagement career. However, in many organizations,project managers are not considered to be part of"management." In fact, projects often cause difficulty for"management." Because projects, by definition, are not partof the normal flow of business activity, they often get in theway of this normal flow. Projects are most often staffedwith personnel "drafted" or recruited from the teamssupervised by "management." They also tend to draw other


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1. Getting Started

resources away from "management." Project managersusually report to one or more members of "management."Thus, there is often some tension between project managersand line managem ent. Thus, throughout this book, the term"management" is used to refer to the line managem ent of theorganization.Discuss your prospective role with your family.

Project managem ent demands near total commitment ofyour time. It may also demand relocation an do r extensivetravel. This is, of course, especially true if you are beingasked to manage an international project.

Ask yourself "Do I have a choice?"In a real sense, you always have a choice. Slavery wasoutlawed years ago. On the other hand, you may be in asituation where, if you w ant to keep your job, you must takeon the project.If the project management job description has e lements youdislike but can live with, then go ahead. You may find thatonce you get into the job you will actually come to enjoy it.For many people, project management is an exciting,satisfying job.After you have assessed your personal situation, the next stepsare as follows:

Assess the project situationGather information about the project.

At this stage it is important to determine if the project isreasonable or if you are being asked to run a three-minutemile. Consider the following elements:


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1. Technical requirementsHave similar things been done in the past? Will you bepressing the "state of the art"? Will the project requiredevelopm ent of new technology? Are the technicalrequirements reasonably clear or is there a lot ofambiguity? The requirements for some projects areakin to "Bring me a rock, and when you do 1'11 tell youif it is the right rock."

2. ScheduleIs the proposed schedule attainable? W ill it be a racefrom beginning to end or is there som e leeway?Remember Mr. Murphy and his laws?Norman A ugustine, former president of Martin MariettaCorporation, has compiled a num ber of similar laws inhis book Augustine's Laws. Law XXII states, "Any taskcan be com pleted in only one-third more time than iscurrently estimated." He bases this assertion on hisanalysis of more than 100 projects conducted for theUS government's aerospace program.

3. BudgetDo the current budget estimates appear reasonable? Doyou have a management reserve to deal with unknowncontingencies?

4. ResourcesWhat about other resources, such as the availability ofspace, equipment, computers, staff support, etc.?


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I.GettingStarted

5. RiskW hat is the level of risk in the project? There are manyforms of risk. Som e of these are discussed later in thechapter on planning (Chapter 6).How about career risk? What is the payoff to you if theproject is a success? W hat are the costs if it goes downthe tubes?

6. ManagementDoes the project have the right kind and amount of linemanagem ent attention and com mitment?

7. CustomersNsersDoes the project have "good" customers/users? Do theywant the project or must they be "sold" on it? Do theyknow what they want? "Bring me a rock" is oftenencountered with customersiusers.

8. The project teamCan you, and will you be allowed to, assem ble acapable, motivated project team? Too often teammembers are assigned because of their availability ratherthan because of their skill and ability.

If your answ ers to these eight questions lead you to decidethat the project is unrealistic and has little chance of success,speak up now. There w ill never be a better time to discussthe problems and let management know that this project isdoomed.


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The Project Manager's SurvivalGuide

Negotiate your charterIf you do projects for outside c lients, the contract with the clientis the charter for the project. I t spells out the terms andconditions under which you will do the work.For an internal project, the charter is the understanding youmust reach with senior or line managem ent. It spells out theterms and conditions under which you will do the project.In all but the smallest of projects, the charter should be morethan just a verbal understanding. You don 't need a formaldocum ent, but you will need something in writing that defineselements such as:

1. AccountabilityWho is answerable for satisfactory completion of theproject and for completion of specific assignmentswithin or related to the project? What are the standardsagainst which the success of the project will be judged?

2. AuthorityW hat formal power has been granted to you and others(possibly by their position) to make final decisionsrelative to the project? From whom do you derive yourformal authority?How broad is your authority? Can you hire and fireproject team members? Can you approve travel requests?Can you hire consultants? Can you re-allocate budget?

3. ResponsibilityWhat obligations or promises have individuals incurredrelative to the project?


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I.Getting Started

4. ResourcesWhat are the overall budget and schedule within whichthe project must be conducted? W hat people, facilities,equipment, etc., will be available to you?

5. SupportHave other parts of the organization or other individualsbeen tasked to provide input to the project? Who w illhandle adm inistrative, clerical, and secretarial duties?Who will pay for such support? Is this support coveredby overhead or must it be part of the project budget? Insome projects, the client organization expects to providethe bulk of the hum an resources. If this is the case withyour project, it is especially important to ensure that thecontractJcharter spells out, in detail, the arrangements forthis support.

6. Access and visibilityTo what degree can you, and are you, expected toconsult with senior managem ent during the course of theproject? Where does the project stand on yourorganization's priority list? To whom do you report, andhow often?W ho are the power brokers relative to the project? Dothey support the project? W ill you have access to them?

7. ConstraintsWhat are the boundaries within which you must work?Consider technical, budget, schedule, and politicalconstraints. Also examine operational constraints.These include situations in which you must use existingequipment, interface with a different software system, or


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The Project Manager's Survlval Guide

have access to production staff but avoid interfering withon-going operations.

It is extremely important to clarify your charter with yoursenior management as well as with your customer or client.The whole point of the charter is to reduce ambiguity and toavoid misunderstandings later in the project cycle.

HOW o get in trouble1. Not knowing the right things to do2. Lacking experience3. Underestimating technical difficulty4. Making overly optimistic assumptions and ground rules

during conceptualization and planning-agreeing to run thethree-minute mile

5. Not getting or developing clear statements of requirements6 . Getting too involved in technical rather than managerial

aspects of the project7. Failing to obtain a clear charter


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2. The Project Manager's Role

"President of the Project"2. The Project Manager's RoleThe project manager has responsibility for the what, when, why,and funding of project requirements as well as for the who, how,and where of project execution.This chapter spells out the project manager's responsibilitiesand examines the related issues of formal and personalauthority. A leadership skills questionnaire will help you assessyour readiness for the project manager's role.Responsibilities

Establishing a uniform interpretation of the projectreq uire m en teals o known as visionDeveloping a comprehensive plan to m eet therequirementsStaffing the project with qualified people in neededdisciplinesObtaining adequate fimding to accomplish the project


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Allocating the work requirements into discrete workelements w ith definable interfacesDefining and assigning interface responsibilitiesbetween the work elementsAssigning the work elements to projects, hnctio na lproject groups, subcontractors, and vendorsProviding adequate resources to accomplish each workelement on scheduleMaintaining a continuous overview of project progressso that timely corrective action can be taken whennecessaryAccomplishing both the technical and businessobjectives of the projectKeeping management and users up to date on projectprogress and status against the scheduleMaintaining control of schedule, cost, and performance(project quality)Know ing, understanding, and working cooperativelywith the custom er complex-management anduserslowners-both as organizations and individualsW orking with managem ent and userslowners to keep theproject sold within the customer complexServing as the focal point for technical and businessliaisons with all constituenciesRealizing the full potential of the project.


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2. The ProjectManager's Role

AuthorityMost organizations expect the project manager to fullyassume the authority and responsibilities delegated to him orher. The project manager is expected to use this authority asa tool for project success.

"A project manager must have authority. Without it, heishe willnot be effective. A potentially good project manager will try toachieve results, but without authority, all he will do is upsethimself, other managers, and the organization in general. Inaddition to assigning him decision-making authority, topmanagement must assign the project manager control over theresources to do the job." - harles Martin

Defining the authority of your positionWhat are the constraints?From whom do you derive your formal authority?How broad is your authority in reality?What about the power brokers?

Who are they?How do you gain access?How far will they support you?

Personal authorityI have never talked to a project manager who felt that he orshe had enough authority. Usually, they are thinking only interms of the,formal authority that comes with the position ofproject manager. Because projects, by their very nature, are


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The Project Manager'sSunrivalGuide

not part of the line management system, the formal authoritygranted to prqject managers is usually less than that grantedto comparable line managers. Therefore, project managersmust often rely on theirpersonal authority, which is areflection of:

ExperienceKnowledgeReputationAbility to persuadeAbility to resolve conflictsAbility to get things done

In other words, personal authority derives from yourleadership ability as perceived by relevant people in yourorganization.

Evaluating your leadership skillsBattelle has developed a model of effective, team-orientedleadership, based on our work with managers inorganizations in the US and abroad. The model includesthese dimensions:

Personal attributes and characteristics such asintegrity, competence, and drive.Focus on and knowledge of your own organization andthe client or customer organization.People leadership both to achieve teamwork and to meetthe developmental and other needs of individual teammembers.Task leadership including your decision-making skillsand the ability to achieve team productivity.

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2. The Project Manager's Role

To evaluate individual leadership preparedness, Battelle hasdeveloped a questionnaire for collecting and summarizingperceptions concerning these dimensions. In a formalevaluation, perceptions are collected from people with a varietyof perspectives on an individual's skills. Forms are completedby the manager's boss or bosses, peers, team members orsubordinates, and customers-as well as by the individual beingassessed. Battelle staff analyze the data and prepare a lengthyreport summarizing the results.Appendix A includes a sample questionnaire that you can use toassess your own effectiveness. It should help you in definingyour areas of strength and those areas in which you may needfurther development.How to get in trouble1. Failing to understand the responsibilities and role of theproject manager2. Failing to take decisive action when needed3. Not taking an active leadership role4. Expecting others to make tough decisions5. Not keeping management, customers, and team membersinformed


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3. Vision

3. VisionThe vision of the project is your conceptual design of theproject's end product. It is like the initial sketches provided byan architect after the first set of discussions with the client. Indeveloping this concept, you should answer questions such as:What is the project supposed to achieve?W hat are the needs of the client organization?What is attainable within the budget and schedule?What will your organization and the client organizationbe like afier the project is completed?

The militay estimate of the situationThe US Arm y uses a procedure called the "estimate of thesituation" to develop an overall conceptualization of the tacticalenvironm ent. It can be used in a project with the appropriatetranslation of terms. The military estimate of the situation takesinto consideration:1. Friendly forces, their capabilities and their disposition2. Enemy forces, their capabilities and their disposition3. The alternative courses of action


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4. The advantages of each course of action5. The costs or disadvantages of each course of actionKey elementsCertain elements are essential to developing the project vision.Be sure to take into account:The users

They are your customers. Treat them that way. Involvethem w hen you are developing the project concept.The project mission

How will achievement of the project mission contribute toorganizational objectives and strategic initiatives?How will it contribute to d ivisional and functional goals?

Product implementationIs implementation of the project's product in the users'business plans? Ifnot, why not?

How to get in trouble1. Failure to understand the nature of the project2. Unwillingness to recognize constraints on the project3. Inability to simplify4. Lack of accurate assessment of project resources5. Incomplete understanding of the scope or goals of theproject6. Failure to estimate certain elements


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3. Vision

7. Ignorance of the critical issues that can kill the project8. Inadequate staff~ng


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4. Defining Goals and Objectives

4. Dejining Goals and ObjectivesEarly on in the project, you will d e f ie goals, objectives, andresources as you prepare and refine proposal documents for thecustomerluser. This chapter lists key elements that should beconsidered at each stage of the definition process.

Initial proposalDetermine needsDevelop conceptsDefine problem1. Identify problem2. lnvestigatelverify problem3. Write detailed problem statement

Develop and assess alternative approaches to solving theproblemReview technical feasibilityDo a costhenefit analysisDevelop an initial proposal


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Final proposalHold a preliminary review for all concerned partiesConduct a product design analysis for each projectproductConduct a system analysis to provide the context for theproductsDevelop the final proposal

Final statement of workDefine integration requirementsDevelop a preliminary requirements documentDefine deliverables - xamples:

HardwareSoftwareSpecifications drawingsDrawingsTest requirementsTest reportsSchematicsW iring diagramsFunctional testsTraining plan


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4. Defining Goals and Objectives

Complete an engineering work statementFinalize the requirements documentDevelop the final statement of work

Approva lObtain customer and other necessary approvals

Assessing functional resourcesAn assessment of the available resources is critical to projectefficiency and success. You will want to thoroughlyexamine:

Divisional management resourcesBusiness management resourcesTechnical resourcesEngineering support resourcesProcurement resources

How to get in trouble1. Not getting or developing clear statements of requirements


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5. Ownership

5. OwnershipOwnership of the project is arguably the most important factorin project success or failure. This is because owners behavedifferently than non-owners. Think about the way ahomeowner, as opposed to a tenant, deals with maintenanceproblems. The sam e concept applies to projects. If seniormanagem ent, the project manager, the project team, sub-contractors, and the customers feel that they all own the project,they will be committed to its success.The project manager must ensure that key partners-management, users, and the project tea-invest in the projectand experience ownership. To do this, the project managermust sell the project.Selling the project and keeping i t soldPlan for selling the project.Plan for keeping it sold. Budget time and energy.Figure out how to work with senior managers who m ay havedifferent agendas.Consider the potential owners for your project. Ask:

Do they need the product of your project?


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Do they currently want your product?Will they "pull" the product out of you, or must you "push"it on them?

Develop an owner interface/comm unication plan.Include managem ent, staff, subcontractors, and customers.

Ownership and the product usersFind ou t how the users are organized.

Who are the decision makers?What are their backgrounds?Who on your team knows them?Understand their business.Understand how they do business now and how they plan todo business in the future.

Understand their needs.What are their needs with respect to your project, andbeyond your project?Consider employing "one-level-up" system engineering tohelp understand the technical problem. Consider the systemin which the problem your project addresses exists. Willchanges "one-level-up" enhance the product?

Consider the political realities for your customers.What drives their decisions?For what are they rewarded?For what are they punished?


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If you were in their position, would you support yourproject?

To understand the effects of your project on the users, conduct acosthenefit analysis from their point of view.Short-termLong-termPositiveNegativeFind out how you can help the users support your project.

Develop rapport and keep your users happy.Avoid surprises-be reliable, professional, andbusinesslike.Make them look good-always.Observe their organizational chain of comrnand-do notbypass people.Deliver information and products on time.Be ready to educate the users when required.Always tell the truth.Accept their "nitpicks" and get on with the job.Establish your credibility early--or it will be too late.Keep them updated. Never surprise them withinformation-good or bad-that you have had forweeks.Anticipate their needs before they occur.


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Fully support their high-level briefings and reviews.These can make or break a project.Encourage your team mem bers to develop and maintainclose working relationships with their user counterparts.Treat lower-level user representatives the same way thatyou treat those at the highest level.Share information in advance of meetings.This makes the users lookgood to their bosses.It helps keep the meetings orderly.Visit the users' facilities and "walk the floor."This gives you a feel for their operation and encouragesone-on-one discussions.Get the users to work your problems.

Use the rapport you have established.Involve them early.W ork together.Remember: Your problem is their problem, andyour success is their success.

Ownership and yourproject teamRemember that the project team m embers should also beowners.Begin with a sign-on ceremony.Establish the level of participation in decisions-who, when,and how much?


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5. Ownership

Make it clear that people who do the work do the briefings andget the credit.Consider the issue of individual versus group recognition.Rem ember to celebrate successes.How to get in trouble1. Failing to clarify the issue of ownership with the customers2. Underestimating people issues involved in cu ltural change3. Om itting to involve all parties as owners4. Proceeding w ithout buy-in from users5. Proceeding without com mitment from executivemanagement6. Focusing on the customer at the managem ent level andforgetting about the end-user of a product or s e r v i c epeople who must use the system but who m ay be resistantto change and concerned with job security7. Forgetting to keep top brass involved with the project8. Failing to keep the customer informed and committed


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6. Planning

6. PlanningThis chapter is about com plexity, and all the things you can 'tafford to forget.Projects are complex undertakings. If the project is to becompleted on schedule and on budget, and is to m eet the qualityrequirements, a detailed project plan is required. The plan mustconsider all of the com plexity. Problems deriving frominaccurate estimates of time, m oney, and technical d iff~ cu lty revery minor compared to the problems deriving from factors thatno one remem bered to include in the plan.There are two major types of planning-fonvardplanning andbackwardplanning. Backward planning is the most commontype of project planning. In backw ard planning, you begin witha clear definition or description of the final product and thenwork backward figuring out what steps are necessary to createthat final product. Building a house is a good example of thistype of project. You begin with a set of drawings that specifyall of the requirements for the finished house. Then you figureout what tasks, resources, etc., will be necessary to build thehouse. This type of project plan is reasonably easy to developand, in fact, this type of project is relatively easy to manage asthere is little ambiguity.


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Forward planning is used when the end product of the project isnot well defined. A research project aimed at developing a newcancer drug might be a typical example. There is still a clearv i s i o v a new, effective drug. However, there is no set ofdrawings and specifications for this new drug. Thus, it isnecessary to start the planning process at the beginning bylaying out a series of steps designed to move in the correctdirection. Such a project plan will probably have a series ofdecision points where progress will be reviewed and decisionsmade about how best to proceed. This type of project ischaracterized by great ambiguity. The project plan may only bea broad outline of the process to be followed with broadestimates of time, budget, and resource requirements. In such aproject it is extremely critical to identify the risks involved andto make sure that everyone involved is aware of the these risks.For both types of projects, a critical part of project planning isthe development of a work breakdown structure that depicts thework or activities required to complete the project as best it canbe described. In the case of building a house, the various taskscan be described in considerable detail-prepare the site, dig thebasement, build the foundation, etc. Tn the case of developing anew drug, the tasks will be less well defined and described inmore general terms-review existing literature, select apotential class of compounds, in vitro testing, etc.Develop work breakdown structure (WBS)

The WBS is a product-oriented family tree or outline thatdepicts the work required to complete the project. If you arenot familiar with the idea of a WBS, consult one or moreavailable textbooks on project management. Most suchtexts include an extensive discussion. Most projectmanagement software programs are set up to facilitate thedevelopment of a WBS. For the current purposes only abrief outline of the process is presented here.


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6. Planning

1. Start with the most general categories of the project workand continue to break down each category into more andmore detail.

2. Each part of the project should be subdivided into thenumber of levels useful for managing the project.3. The bottom level should be made up of work packages thatcan be assigned to a single organization or individual.4. Each bottom-level work package should include a clear

product or deliverable.5. No effort should be made to extend the WBS to the samenumber of levels for all project tasks. Some tasks are farmore complex than others.6. Timing relationships, dependencies, and sequences should

not be considered in developing the WBS.Responsibility matrix

Using the bottom-levelWBS work packages, develop amatrix that shows who will be responsible for completingeach work package.1. Your organization-Within your own organization the

responsibility matrix should show the individuals whowill be involved in completing each work package.2. Interfacing organizations-For other organizations orsubcontractors you may not be able to develop asdetailed a responsibility matrix. However, it is criticalthat you identify the individuals in these organizationswho will be accountable for completion of the assigned

or contracted packages of work.


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The ProjectManager'sSurvival Guide

Prepare estimatesArmed w ith the list of work packages from the WBS and theresponsibility matrix, the next step is to prepare estimates.By involving the individuals and organizations actuallydoing the work in the estimation process, you w ill increasethe accuracy of your estimates.1. Labor (headcount)- he number of people involved indoing each work package and the am ount of time each

individual will spend.2. Dollar costs - he cost of labor, materials, and otherresources for each work package.3. Time (duration) t h e elapsed time required for thecompletion of each w ork package.When you receive estimates from project team m embers o rfrom subcontractors it is important to be c a r e l l inattempting to negotiate lower estimates. W hile it isreasonable to anticipate that there may be some padding inthe estimates, by and large the estimates are best guesses ofwhat will be required. It is often fairly easy to get som eoneto give you a lower estimate. However, there is noguarantee that the new estimate is attainable. Don't forgetthe parable of the "three-minute mile."

Prepare network diagramsThe network diagrams are made up o f the bottom-level workpackages from the WBS arranged to show durations,sequences, and dependencies. The network diagrams shouldindicate when each work package can be started, how long itwill take. and when it will be finished. In addition. thev


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6. Planning

example, in building construction you cannot begin puttingup the walls until you have poured the foundation and giventhe concrete time to set.It is often helpful to write a short description of eachpackage of work on a 3 x 5 card or on a self-adhesive note.Then use these cards to work out the appropriate sequenceof work by placing them on a wall. Move the cards arounduntil you are satisfied that you have the best arrangement ofthe work to be done. This method lets you view the entireproject as a whole.

Prepare GANTT chartsGANTT charts are bar charts showing the schedule of workpackages on a timeline or calendar.

Tactical planning1. Detail planning2. How you will operate fkom day to day

Risk assessment, analysis, and managementRisk assessment is the process of estimating the risk associated

with a particular alternative course of action.Risk analysis is the generation of alternative courses of action

for reducing risk.Risk management is the process of combining risk analysis with

risk assessment in an iterative cycle to generate a minimum-risk course of action.

This section will help you with the critical task of breaking outthe risk of doing the project work. Make sure that everyoneinvolved with the project understands the risks involved.


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It is particularly important to identify early in the planningprocess any known or anticipated sources of risk. Rememberthat, in addition to those risks that you can identify andanticipate, there are almost always risks that you and your teamwill overlook. These are the dreaded "UNK-UNKs"-theunknown unknowns.Risk conditions

Technical risk conditionsMaterials and device risksDesign risksProduction risks

Programmatic risk conditionsSchedule risksPlanning risks

Project implementation risk conditionsHuman resource risksManagement risks

User/customer risk conditionsNeeds/requirements changeBusiness processes changePolitical changes

Theproject plan outlineThis section suggests an outline for a typical major project plan.It is not intended to be a template but rather an example of thecomplexity of a large-scale project.


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6. Planning

IntroductionVisionBackgroundProject overview

Scope, goals, and objectivesProject work statementImpact to business processGoalsObjectivesProject interdependenciesAssum ptions, limitations, and constraints

DeliverablesEach of the intermediate products and reports that will bedelivered to the customer andlor to senior management

Project strategies and tacticsDevelopmentImplementation and conversionCultural and organizational

Risks and abatement plansTechnical risksProgramm atic risksImplementation risksUser/customer risks


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Management planOrganizational structure, roles, and responsibilitiesSteering counciliboards/co~l~mitteesProject managerDeputy project managerProcess owner(s)Subproject or task manager(s)Project sustaining manager(s)

Work breakdown structureMaster phasing planProject change controlProject directivesTracking and visibility

Control mechanismStatus review process

Project resource requirementsLabor and skillsHardware and softwareFacilitiesVendor support/developmentTools


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6. Planning

Sustaining planOrganizational responsibilitiesSustainingimaintenance proceduresResource requirements

StandardsDocum entation planCo sthenefit analysisHow to get in trouble1. Failing to have and use a good business plan2. Not developing the project plan outline (this is the project

manager's responsibility)-the team can't do it, but it mustinvolve them3. Not making a detailed plan, including schedules, budgets,

and resource requirements4. Not planning for implementation, training, education, etc.,

upfront5. Failing to have frequent reviews of the plan by

stakeholders. You need to get it in front of people, and theearlier the better

6. Deviating from the plan rather than changing the plan.Losing project configuration control

7. Forgetting to estimate key elements8. Not seeing or understanding risk9. Compressing schedules10. Failing to control change

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The Project Manager's Sunrival Guide

11. Mitigating requirements12. Receiving weak performance from technical support groups13. Receiving technical support groups with weak capabilities14.Making illogical decisions15. Receiving inadequate performance from subcontractors orvendors


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7. Organizing and Staffing

7. Organizing and StaffingProject managem ent is designed to make better use of existingresources by getting work to flow horizontally as well asvertically within the company. This approach does not destroythe vertical, bureaucratic flow of work, but simply requires thatline organizations talk to one another horizontally, so work w illbe accomplished more smoothly throughout the organization.The vertical flow of work is still the responsibility of the linemanagers. The horizontal flow of work is the responsibility ofthe program and project managers, and their primary effort is tocommunicate and coordinate activities horizontally between theline organizations.OrganizingThe fundamental logic of organizing

Establishment of project objectivesFormulation of derivative objectivesIdentification and classification of activities necessary toaccom plish the objectivesGrouping these activities in the light of hum an and m aterialresources available and the best w ay of using them


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Delegating to the head of each group the authority necessaryto perform the activitiesTying these groupings together horizontally and vertically,through authority relationships and information systems

Activities for organizing project responsibilitiesClarify responsibilities, authority, and accountability.

Provide job descriptions and detail each staff member'sprimary purpose.Who makes what kinds o f decisions?

Construct project responsibility flowchart.Define spans of control.

Don't be responsible for too many people.Don't be responsible for too fa vp eo ple .

Delegate the authority needed to carry out responsibilities.Organization design and structure

Differentiation and integrationDifferentiation is the degree to which specialization inproject elements occurs. That is, how many projects,subprojects, and tasks are required?Integration provides the coordination between thevarious dzfferentiated subunits necessary to get the jobdone.

Hard line versus dotted lineConsider who reports to whom on a formal basis (hardline) and who w o r h or the project but formally reportsoutside thepro ject organization (dotted line).


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7. Organizing and Staffing

Staffing: Who doyou need?The triad at the topIt has been suggested by a corporate executive that every projectinvolves three perspectives: a technical and businessperspective, a political perspective, and a personal or peopleperspective. Each of these perspectives must be represented atthe top of a project and each is critical.These perspectives may be embodied in the project manager buteven the most skilled project manager needs someone withwhom he or she can discuss the technical and business aspectsof the project, someone who has access to and understands thepolitical power of the larger organization, and someone who canpull him or her up from the depths of depression almost alwaysencountered in managing a project.It is also important that the project be discussed, planned, andreviewed from these three broad perspectives. Therefore, thisexecutive recommends that a triad of senior individuals bedeveloped as a decision-making body within the project.

Technical confidantPolitical conjdantPersonal confidant

In addition to the triad at the top, the project manager needs:Subordinate commandersThe troops

Picking your teamWho has the necessary information?Who is available? Working with line managers?


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The ProjectManager'sSunrival Guide

Who is needed politically?Bring on those who have good connections andreputations. Include those whose support will be criticalto success and will be needed for implementation downthe line.

W ho is needed technically?W ho is needed personally?How many people are needed?What level of homogeneity is required?

Less homogeneiQ may result in more numerous andcreative ideas, but also more conJict and increased timespent to make decisions. Consider trade-offs.Using the network of alliances

How do you get your team members without resorting to adraft? The project manager does not have unilateralauthority in the project effort; he or she frequentlynegotiates with the functional managers.The flow of authority (and influence) is more a network ofalliances am ong the project participants than a recurringdelegation of power among the chain of superiors andsubordinates in the various hierarchies. Keep in mind thatthis network of alliances depends heavily upon thereputation of the individual as reflected in his or herprofessional achievements.


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8. Team-Building

8. Team-BuildingIt is critical that a project manager know what constitutes aneffective team, as well as what leadership skills and activitiesare required to develop one. This chapter reviews the attributesof successll teams and team leaders, and traces teamdevelopment through its four stages.Th e attributes o f eflective teamsCommitment to a comm on course, standards, and goalsAgreement on expectations for the teamCommitment to common goalsAssumed responsibility for work to be doneTeam values integrated with member valuesActive and open exchange of informationHonest and open communicationCommon access to informationClimate of trustAll members feel included


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Differences of opinion are encouraged and freely expressedPositive intergroup relationsMistakes are treated as sources of learningMutual perception that everyone on the team is important tosuccess

General eeling that one can influence what happensMutual influence among all group mem bersInterdependence of m em he r.~

Mutual concern for team membersEfficient use of each member's time (do not diminish groupeffectiveness by gathering them all for every situation)Broad support for group decisionsWin-win approach to conflict resolutionFocus on group process/procedures as well as resultsEffective w ork methodslproceduresEffective leadership

Benefits of teamworkImproved communicationBetter use of human resourcesMore creativityBetter leadership developm entImproved job satisfaction


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8. Team-Building

Attributes of successful team leadersRecognize the whole is greater than the sum of the parts.Realize that sharing power increases their own power.Are not threatened by sharing power.Place emphasis on the team -building process continually.Developing effective teamsAll group members on an effective team will exhibit certainskills and activities. These pertain to both project tasks andteam maintenance.Task or performance-related skills and activities

1. Initiating activityProposing strategy, ideas, structure, or procedures

2. Giving informationRelating experiences, expressing opinions, answeringquestions, providing facts

3. Requesting informationRequesting data, opinions, and ideas

4. Adaptive problem solvingBuilding upon the ideas of others, solvingproblemswithin established structure

5. Innovative problem solvingProposing novel ideas or ways o f looking at issues.Playing "devil's advocate"


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The Project Manager'sSurvival Guide

6. Generating and evaluating alternativesCost/beneJit analysis ofalternatives, working throughissues

Team relationship or maintenance skills and activities1. Involving others

Making sure every one participates2. Gate-keeping

Surnrnarizingprogress, balancing th ep o w ofparticipation, identifiing issues3. Listening

Hearing and attempting to understand others 'po in ts ofview4. Resolving differencesOjfering alternatives when in conflict, collaborating,rnodiJjringpositions, helping others work throughdisagreements5. Climatizing

Beingfriendly and responsive, encouraging others,accepting others

6. Positive critiqueProviding jeedback, evaluating climate and progress

Thefour stages of team developmentTeam development/creation stages are guided through the useofspecific leader actions and behaviors as situations change.


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8. Team-Building

There are four identifiable stages of group or team development,and every team goes through these stages in order. The timerequired for each stage will vary from team to team.Below are listed the characteristics of each stage, the typicalconcerns of team members during the first two stages, and somesuggestions for appropriate actions of the project manager orleader during each stage.Stage 1 -Forming

CharacteristicsGroup has generally positive expectations.Group is m oderately eager to get at task.Task accomplishment is low due to high task andinterpersonal anxiety.Task anxiety is high.

Team member concernsWhat is the group L ~purpose?What are the grou p's goals?What are the toppriorities?Who are the other mem bers?What are they like?How will I$t in?How much will I involve myselJ7How much will I involve others?Will my needs be included in group's goals?


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Leader's actionsDecide on and communicate your vision o what theteam should be. DeJine group purpose, goals, andpriorities, involving all members for input, and havingconsensus on the purpose, goals, andpriorities selected.Communicate your philosophy of management.Remain high task- and low relationship-oriented.Be directive, as the group is dependent on authority.Demand structure.Get members involved.Clarzh the skills o f the group and its members.

Stage 2 - StormingCharacteristics

Goals and structure are becoming clear.Group skills are increasing gradually.Task accomplishment is increasing slowly.Motivation can drop due to:

discrepancy between m embers' hopes and realitydissatisfaction with dependence on authoritymembers frustrated and angrynegative reactions to the leader.

Team member concernsWhat is my role?m a t are my responsibilities?What procedures should we follow?


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8. Team-Building

How much control will I try to take?How much control will I allow others?

Leader's actionsBe task- and relationship-oriented.Involve team in developing strategies to meet teamobjectives.Define roles, responsibilities, and procedures.Involve team in solving problems.Continue to be highly directive.Redefine t a s b to be achieved.Acknowledge and tolerate dissatisfaction, but do notbecome defensive and take it personally.Be supportive.Begin development of task skills to share leadership.

Stage 3 -NormingCharacteristics

Productivity continues to steadily rise.Expectations have fallen in line with reality.Dissatisfaction decreases dram atically.Structure is clear.Progress is clear.Relationships are rebuilt and become settled.Cohesion begins to develop.


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The Project Manager'sSurvival Gulde

Accepted behaviors are cla rg ed .The limits to individual roles are tested.

Leader's actionsFocus on being high relationship- and low task-oriented.Involve team in key decisions where its input is mosthelpful and constructive.Support the group in its development.Acknowledge the progress of the group.

Stage 4 -PerformingCharacteristics

The group is positive and eager.Group productivity is high.Group pride is higher.Group confidence is high.Members are able to work autonomously.f i e leader's special status is eliminated.

Leader's actionsMaintain low task- and low relationship-orientation.Com municate openly and freely.Focus energy on results.Recognize and support mem bers' competence andaccomplishment.Support the autonomous unctioning of the group.


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8. Team-Building

Help group execute, jollow through, and follow up.Review progress in meeting tactical and strategic goalsas a team periodically.


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9. Runningthe Project

Executing, m onitoring, and correcting9. Running the ProjectExecutingMaximize coordination among groups

1. Make sure that everyone understands the project plan.2. Detail a clear chain of command for the project.3. Maintain a high level of horizontal communication.4. Use liaisons continually to ensure proper communication

flow.Use a visibility room

If possible, have a room in which current project statusinformation is posted. This room should be open toeveryone associated with the project. It should contain1. Project plans2. Current status of all open work packages3. A list of issues, problems, and actions


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Set up formal committees to handle specific functions andproject areas at different levels1. General management committee

Project-related senior project or task managers, toimprove horizontal comm unication and coordinationacross groups2. Multiple level management committee

Top managers and their imm ediate subordinates, toimprove vertical comm unication and coordination3. Special area committees

Managers within the project with speczjic areas ofinterestWhen working with committees, meet first with yoursubordinate managers, then with their subordinates.

MonitoringControlling work flow

Assign tasksUse your responsibility matrix.

Set goalsMonitor progress

Break tasks into steps w ith deadlines, budget limits, andquality criteria, and monitor progress at intervals. Usethe work breakdown structure and w orkp ackages.


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9. Running the Project

Formal reviews and feedbackManagement reviewsUser/customer reviewsProject team reviewsExternal audits

Feedforward control

To achieve more effective control, it is necessary to reducethe magnitude of the error. To avoid the problems inherentin the response time of a feedback system, deviations shouldbe anticipated. The only way to do this, short of using acrystal ball, is to monitor the critical inputs to a project andthe ongoing project processes. If we watch changes ininputs and processes, we can determine if these wouldeventually cause failure to achieve desired goals. Time willthen be available to take corrective actions.There can be no doubt that feedforward is largely an attitudetoward the analysis and solution of problems. It is therecognition that feedback information is just not adequatefor management control and that a shift must be made awayfrom emphasis on quickly available data on final results toquickly available data on those input and process variablesthat lead to fmal results. It is a means of seeing problems asthey develop and not looking back-always too lat-to seewhy a planning target was m issed.

Personal observation

The project manager w ho relies wholly on budgets, charts,reports, ratios, auditors' recommendations, and other suchnecessary control devices, sits, so to speak, in a soundproofcontrol room reading dials and manipulating levers. Such amanager can hardly expect to do a thorough job of control.


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Keys to schedule controlProject and personnel commitmentsFrequent milestones"Razor-sharp" milestonesGood communication

Dealing with schedule problemsEnsure routine detection of problems.Finding andfi ing problems as early as possible is theonly way to ensure project success. Problems areopportunities to improve the project. Make sure thatproblemJinding is rewarded, notpunished4on't shootthe messenger.Hold project review m eetings.Encourage advance notice.Advise ow ners and managem ent of unavoidable delays assoon as possible.

Cost controlUse the "earned value concept" to monitor completion ofwork packages, as follows:Com pare the value (budgeted cost) of work packagescompleted against the value (budgeted cost) of workpackages planned to be com pleted at this time, and calculatethe schedule variance expressed in dollars.

Have we done more, the same, or fewer dollars worth ofwork up to this time than we hadplanned to do?


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9. Runnina the Proiect

Compare the actual cost of completed work packages withthe budgeted (planned) cost of the completed work packagesto see the cost variance.

Has the cost of work actuallevcompleted been more, thesame, or less than we ha dplanned to spend for thiswork?CorrectingIdentification and correction of problems can be accomplishedthrough a deviation analysis/potential problem analysis process.Early identification of deviations/problems

After-the-fact damage control is very difficult. To keepahead of problems:

Encourage early warning.Communicate.Manage by walking around.

Recovery analysisDefining the problem

What exactly is the deviation or potential problem?Where is it?What is its extent?When was itJirst noticed?What speczj?cally does it aflect?Has it occurred before? What was done then?


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Finding the solutionWhat are the options?Which option do the facts and experience,favor?Who can contribute to evaluating and effecting the bestsolution?Can this option he effected without creating furtherproblems?What will the overall effect be on cost and schedule?Is the option a cure or a palliative?IJ'the latter, what is the permanent solution?Is a permanent solution required at that point?

Implementing the solutionInform management and users/owners.Askfor help ifrequired. Problems do not improve withage.Implement the "best" option.Don't waste energyJinding the 'gui1 ty"party. Itcontributes nothing to recovely from a problem.Therefore, it is dysfunctional to expend effort andresources to this end.

How to get in trouble1. Not asking questions2. Not believing what you hear3. Refbsing to take ownership of problems


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9. Running the Project

4. Delaying in bringing problems to the attention of uppermanagement5 . Receiving weak support by technical functional groups orworking with technical groups that have weak capabilities


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10. Re~ortinand Closedown

10. Reporting and ClosedownA project is remembered by its product, its documentation, andin the way in which the individuals and organizations involvedwere acknowledged for their work. In the final days of work,don't let the drive for production of the product obscure theneed to formally complete all aspects of the project.

ReportingOne of the key responsibilities for the project manager is toensure good reporting. Focus on:

Right informationRight peopleRight timeRight format

What to report, to whomUpward

statusProblems, impact, and ' k e t well plans "Organizational issues

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The ProjectManager's Survival Guide

WarningflagsFuture work

DownwardProgram statusProject statusCross-project problems/impactsFuture plansChanges to the planPraise and honors

HorizontalCross-program informationCross-organizational buy-inCommunication with customers

ReportingmodesChoose a reporting format that is appropriate for thematerial and for the organization and individuals you areaddressing. How important is accuracy? Confidentiality?Will the information be transmitted to others?Reporting options include:

FormalInformal


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10. Reporting and Closedown

WrittenElectronicVerbal

ClosedownHave a closedown plan as part of your overall project plan.

Keep it up to date.Re-coordinate it as closedown approaches.Give it good visibility.

The program closedown plan should cover issues including:Delivering the productRetention and/or archiving of data, plans, samples, etc.Security closeoutFacility and space reallocationSubcontractor closeoutStaff re-assignmentStaff performance evaluationsFinal documentationFollow-on work


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11. International Projects

11. International ProjectsTo som e extent, international projects are a special case. All ofthe ideas, techniques, and suggestions in the first ten chaptersapply to international projects. However, there are a number ofadditional factors that must be addressed when m anaging aproject in a foreign country.It is essential to recognize that in much of the world, Am ericanvalues, ethics, methods, and practices are not the norm.Especially in developing countries, normal business practicesare often quite different from w hat is common in the US.CultureDifferent cultures are different. It is easy to fall into the trap ofthinking that "we are all just people, so we can't be thatdifferent." But, the truth is that the d ifferences can easily causemajor problems for your project. People in different culturesthink differently. Even if there is no language barrier, there arelikely to be differences in ways of making decisions, in workstyle, in ways of expressing approval and disapproval, inexpectations of the leaderlmanager, in bringing about change inthe organization, etc. In many Asian countries, for example,social harmony is an important cultural value. As a result,disagreement and disapproval are seldom expressed directly.


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The ProjectManager's Suwlval Guide

This can lead to extreme misunderstandings. This author oncemade a presentation concerning a major change in a projectplan. At the end of the presentation, the senior manager incharge of the project stated, "That w as a wonderful presentation.I especially liked the new plan. But, before we sign the changeagreement, could you show us another option that might be a bitlower in cost? Don't change the plan you presented, but just letme see another view." At the time, it seemed like we were verynear an agreement. In fact, the senior manager's statementswere a total rejection of the new plan and the project wasdelayed more than two months while we tried to reachagreement.LanguageDon't underestimate the impact of language differences. Evenif the people you are working with are fluent in English andhave been educated at US universities, there is still a highprobability that misunderstandings will occur. This is especiallytrue when abstract concepts are being discussed. Th is authoronce spent most of a full day with several Japanese colleaguestrying to figure out what the Japanese equivalent of a "socialgroup" was. The literal translation was easy, but the conceptdidn't seem to work.Professional translators can help, but many times they are notfamiliar with technical ideas, concepts, and jargon. Thus, thereis still room for misunderstandings. One technique we haveused with a good deal of success in meetings with participantsfrom two cultures is to use dual note takers. We d o this with apair of flip charts. One flip chart is used for notes in English,the other for notes in the other language. A bilingual translatorkeeps the notes in the language the current speaker is not using.Either the speaker or another mem ber of hi sh e r language groupkeeps the notes in that language. In that the flip charts are


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11. InternationalProjects

visible to all the participants, all those with dual languagecapability can suggest corrections and additions.If at all possible, try to find som eone who is bilingual andbicultural. By bicultural I mean someone who has lived forextended periods in both cultures. Such a person, especially ifhe or she has a technical background in the area of your project,can be an extremely valuable resource.WorkEthicEspecially if project work is to be done by members of theclient organization or local subcontractors, it is often critical tobe aware of and understand the accepted local work standardsfor both quality and quantity of work. There are probablygeneral standards within the overall culture as well as specificstandards within the client organization. These standards oftenare considerably different from accepted practice in the US.Standards of work quantity and quality may also vary from timeto time within a given organization depending on factors such asreligion, political situation, weather, etc. In Muslim countries,for example, work hours often must be rearranged during theholy month of Ramadan and the major holiday period thatfollows.Ignoring or not being aware of such differences can causeproblems in several ways. The first and most obvious is theimpact on schedule and budget estimates. The second is thepotential for misunderstanding and conflict between projectmanagement and the workers. Setting up a project schedulebased on five, eight-hour workdays per week when the workersexpect to work and be paid for six, ten-hour workdays per weekcan cause a huge range of problems of both types.


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The Proiect Manaaer's Survival Gulde

Ethics, etc.Normal or accepted standards of business practice vary greatlythroughout the world. What may be considered normal businesspractice in one country may be illegal in another. A UScompany doing a project in a foreign country will probably besubject to both US law and the laws of the foreign country. TheUS Foreign Corrupt Practices Act outlines what are and are notallowed practice under US law. The rules under local law areoften less clear. Legal representation by a local firm is oftenadvisable to help clarify the situation.Legal and Tax IssuesThis may be obvious, but it is easy to forget that a project beingconducted in a foreign country may be subject to various legalrequirements such as registration as a business entity in thatcountry as well as being liable for income, value-added,employment, and other taxes. Failure to comply with suchrequirements may be extremely costly.Currency Exchange RatesThis is another obvious, but easy to forget, item. Ofteninternational projects will have a requirement that some, or all,of the project payments will be made in local currency.Fluctuations in exchange rates can wreak havoc with a projectbudget where some expenditures are required in differentcurrencies. Employing experienced currency managers early inproject planning and price negotiations can ward off some of theproblems. In the late 1990s, many projects were devastated bythe Asian economic difficulties.


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Civil UnrestCivil unrest can disrupt domestic projects as well asinternational projects. However, in most domestic projects, theproject manager and the project team can readily access theresources of the home organization. W hen the project is locatedin a foreign country, the project team is much m ore isolated.The project manager is often the senior member from the homeorganization and, as such, must assume a range ofresponsibilities above and beyond those expected of a projectmanager in a dom estic project situation:

First, as a project manager you are clearly responsiblefor the physical safety of your project team. This mayextend to the families of project team mem bers.Second, you are responsible for protecting the interestsof your hom e organization.Third, you are responsible for protecting the integrity ofthe project.

InformationIn dealing with these responsibilities, it is critically important tohave good information about the situation. Obtaining goodinformation implies cultivating contacts with a range of sources.Certainly your own embassy is one place to obtain officialinformation. US em bassies in most developing countriesmaintain lists of US residents who they will notify if there is ageneral emergency. Thus, all mem bers of the project teamshould register with the embassy. Most embassies maintainweb sites that contain a wealth of information. It is alsoworthwhile to establish personal relationships with em bassystaff members. Em bassies will usually tend to overestimate thedegree of danger, as they are responsible for protecting UScitizens.


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The local expatriate community is another source ofinformation, although it is often made up of mostly rumors andspeculation. However, it is often worthwhile to obtain theviews of people from a range of organizations and countries.The local government will probably tend to underestimate thedegree of danger as they will not want to appear unable toprovide security to foreigners. However, if you are able toestablish personal relationships with government officials, youmay be able to obtain insights not available elsewhere.International organizations such as United Nations agencies,World Bank, and aid groups often are staffed with individualswith a great deal of international experience and knowledge.Thus, they are an extremely valuable source of information.Your local counterparts can be a wonderful source ofinformation. Building mutual trust and respect with your localcounterparts is always critical in every project. It takes on extraimportance in times of crisis.The press will almost always exaggerate the magnitude of thecrisis and the danger present. This is especially true forinternational television news. It is important to recognize thatfor fiiends and family as well as members of your homeorganization back in the US, CNN may be their only source ofinformation. Thus, it is very important for you to provide asmuch information as possible to your home organization,family, and friends. In a crisis, there will be a great deal ofconcern for the safety of you and your project team. This caneasily result in orders to stop the project or to evacuate the areabecause of perceived danger, when, in fact, little real danger ispresent.


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Security PlanIn most projects, it is probably a good idea to have a safety andsecurity plan. The importance of this obviously increases withthe degree of danger present. This is true regardless of thesource of the danger. It may com e from the inherent nature ofthe w ork, from the rem oteness of the project site, or frompolitical instability. This plan should address current andpotential safety and security risks and provide for action in theevent of an emergency.


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Appendix A

Appendix A -A SelfAssessment ofTeam -Oriented LeadershipHow do you rate yourself in each area? This questionnaire,adapted from Battelle's Assessment of Team-OrientedLeadership for Managers and Executives, includes 53 itemscovering nine key areas. These nine key areas were developedusing a statistical technique called factor analysis from a muchlarger collection of items. More than 600 managers andexecutives from a range of organizations were rated bysubordinates, supervisors, peers, clients, and themselves toestablish a database. This database was analyzed to establishthe fundamental dimensions or factors being measured. Thedimensions include three factors associated with PersonalCharacteristics- ntegrity, Competence, and Drive; twofactors associated with Focus and Knowledge - Your OwnOrganization and Your Custom er's Organization; two factorsdealing with People Leadership -Ach ieving Teamwork andDeveloping Individual Team Members; and two factors dealingwith Task Leadership -Productivity and Decision Making.These nine factors seem to cover the kndamentals of effectiveproject management.To help you think about your own effectiveness as a projectmanager, go through the items below and describe your own


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effectiveness. Try to be as candid and objective as possible.For each item, indicate your response by checking the box thatbest represents your view of your characteristics, competencies,and actions. T you are unsure of an answer, circle the letter"N."

1. Personal CharacteristicsRate the extent to which you exhibit these personal attributesand qualities:1 2 3 N I = not at all, 2 = to some c.utent, 3 = to u\)cry lor-gt,extent, :V = not lntoizvn

o o o No n o N

o o o N

o o o Nn n o N

IntegrityExhibiting high ethical standards of personalconductDealing honestly in every endeavorFollowing through with and keepcommitmentsKeeping your wordTechnical CompetenceDemonstrating proficiency in your fieldKnowing the technical requirements of thetaskDemonstrating competence on the jobApplying technical knowledge and skills toachieve business resultsUsing your knowledge and technical expertiseto broaden the range of possible solutions


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Appendix A

I 2 3 N I = nor at all, 2 = ro some extent. 3 = to nvet?,1 ~ i . g ~vtcnt, N - 101 k n o ~ xDrive

N W illingly exerting effort on behalf of yourorganization to achieve excellenceN W orking hard at your job and enjoying itN Taking initiativeN Showing determ ination in solving difficultproblemsN Continuing to put forth effort in adversecircumstances

2. Focus and KnowledgeRate your level of effectiveness in focusing on the needs andobjectives of your customer's organization as well as the needsand objectives of your own organization:I 2 3 N I = iiwffoc:tive, 2 = pnodcv-ately effecti\:e,3 =e.rti.eme(l! ffective, h: - not knolin

Customer FocusN Dem onstrating a clear comm itment tocustomer service

a N W orking closely with customers and suppliersto define expectations and mutualresponsibilitiesN Understanding the customer's expectations


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The Project Manager's Suwival Guide

fulfilling customer expectationsN Achievinglexceeding customer expectations

Focus on Your OrganizationN Understanding issues from the perspective of

your overall organizationN Contributing to the overarching goals of yourcompanyN Clearly defining problems/issues o f cross-functional groups

o N Proactively assessing the impact of the ever-changing business environment

3. People LeadershipRate your level of effectiveness in each of these skill areas:I 2 3 N I = ineffective, 2 = nrodcrutely e fk : t i v e , 3 =

extrernrlv c?/fic.tiw!, - not lino~t~?~Achieving Teamwork

N Promoting an environment of mutual trust andrespectN W orking with others as a teamN Soliciting ideas from others before

implementing an ideaa N Interacting comfortably and effectively withteam members


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Appendix A

N W elcoming disagreement as a means toensure complete informationN Listening effectively

a N Recognizing unique contributions of othersN Avoiding "shooting the messenger"N Resolving conflicts in a "win-win manner"N Gaining the support of people w ho willimplement your decisions

Developing Individual Team Memberso N Converting potential into performance

N Taking a personal interest in developing eachteam membera N W orking with team members to developindividual career plans

N Encouraging and coaching others in self-developmentN Providing advice and counsel on careerdevelopment with each individual


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The Project Manag er's Survival Guide

4. Task LeadershipRate your effectiveness in applying and sustaining theseprocesses:I 2 3 N I = inejfectivc, 2 = moderutc!l.v clffctivc, 3 -e .~ t~ e tn c ! v;fli~c'/ivc: - not knowno o o Nn o o N

o o o N

o o o No o o Nu o o N

o o o N

o o o No o o N

o o o N

Achieving ProductivityAligning team and organizational missionsAssessing the situation and developingalternative courses of actionDefining specific activities to beaccomplished to fulfill the m ission andobjectivesDeveloping specific plans to accomplish thegoals of the teamIntegrating plans across functionsTranslating goals and objectives into specifictasks for assignmentW orking with the team to clarify expectations(e.g., results, standards, priorities)Focusing activity on achieving measurableoutcomesDecisionMakingTackling the tough issuesAssessing the situation and taking calculatedrisksDeveloping and implementing innovativestrategies


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Appendix A

and when to elevate decisions to a higherlevelN Making decisions


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Appendix B

Appendix B - The Project Manager'sChecklistUse the following checklist to track your progress, returning tothe checklist during each stage of the project. It will help youpinpoint problem areas and maintain focus on key areas.Getting started

I understand the role of a project manager.I have assessed the project situation.I have identified the specific individuals whose support forthe project is critical for its success.I have assessed my personal motivation and ability to be aproject manager.I have selected and recruited my core team of two to fourindividuals to work with me on the up-front conceptuali-zation.I have a clear, written charter from top management thatdetails my responsibilities, authority, and degree ofaccountability.


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Project mission and visionT understand the mission, values, and vision of myorganization and of the customerlclient organization.The project mission supportslis consistent with the abovemissions, values, and visions.The project team understands our organization's values andthe customer/client organization's values.I understand and buy into the overall project mission.I have a clear vision of how this project will benefit thecustomerlclient organization.I have articulated this vision in a clear, concise, writtenstatement.

Project goals and objectivesA set of specific goals and objectives has been developedthat, if attained, will yield accomplishment of the projectvision.Alternative approaches or strategies for accomplishing thegoals and objectives have been generated and evaluated.A basic approach or strategy has been selected.Schedule milestones for attainment of goals and objectiveshave been developed.

Top management supportI have discussed the project mission, vision, goals,objectives, and milestones with each of the top managerswhose support is critical for project success.


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Appendix B

Each of the above top managers has publicly endorsed theproject, its mission, vision, goals, objectives, andmilestones.The project team has been granted the authority needed tosuccessfully carry out the project.

Clienthser consultation and ownershipI have identified the key individuals in each of theclientiuser organizations.I have discussed the benefits of the project with each ofthese key individuals.I have discussed the limitations of the project with each ofthese key individuals.I have discussed the negative impacts of the project witheach of these key individuals.I have solicited input from each of the clientiuserorganizations.I understand the needs and concerns of each of theclientiuser organizations.Each of the clientiuser organizations has "signed up" to therequirements of the project.I am confident that the requirements will not changeunrealistically during the project.The project andor its products are part of the business planof each clientluser organization.


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PlanningA detailed work breakdown structure (WBS) has beendeveloped for the project.A detailed responsibility matrix has been developed for theproject.A detailed schedule with m ilestones and interdependencieshas been developed for the project.A detailed, time-phased budget, linked to the W BS andschedule, has been established for the project.Key personnel needs (who, when) have been identified.A thorough risk analysis has been conducted.Contingency plans have been developed for all high-riskareas.Benefiucost analyses for my organization and for each ofthe cl i e n th e r organizations have been conducted.A user interface plan has been developed.Each of the above points has been incorporated into anoverall project plan.The project plan has been reviewed and approved by allrelevant individuals and organizations.

CommunicationA communication plan has been developed for the project.The communication plan includes all of the groups andindividuals critical to project success.There is a published schedule of form al status briefings andreports.


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Appendix B

A system has been established for com municating changes,as they occur, to all of the project owners (management,project team, subcontractors, users, and customers).All owners and others associated with the project are awareof how they can make problems known to

Guide - The Project Manager's Survival - Donald_Penner

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