1/72 Management Functions Project Management. 2/72 Outline 1.Introduction 2.Controlling 3.Directing 4.Project Authority 5.Interpersonal Influences 6.Barriers.

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Management FunctionsManagement Functions

Project Management

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OutlineOutline1. Introduction

2. Controlling

3. Directing

4. Project Authority

5. Interpersonal Influences

6. Barriers to Project Team Development

7. Suggestions for Handling the Newly Formed Team

1. Introduction

2. Controlling

3. Directing

4. Project Authority

5. Interpersonal Influences

6. Barriers to Project Team Development

7. Suggestions for Handling the Newly Formed Team

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Outline (continued)Outline (continued)

8. Team Building as an Ongoing Process

9. Leadership in a Project Environment

10. Life-Cycle Leadership

11. Organizational Impact

12. Employee-Manager Problems

13. Management Pitfalls

14. Communications

15. Project Review Meetings

8. Team Building as an Ongoing Process

9. Leadership in a Project Environment

10. Life-Cycle Leadership

11. Organizational Impact

12. Employee-Manager Problems

13. Management Pitfalls

14. Communications

15. Project Review Meetings

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Outline (continued)Outline (continued)

16. Project Management Bottlenecks

17. Communication Traps

18. Proverbs and Laws

19. Management Policies and Procedures

16. Project Management Bottlenecks

17. Communication Traps

18. Proverbs and Laws

19. Management Policies and Procedures

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IntroductionIntroduction

Management responsibility and skills:1. Planning2. Organizing3. Staffing4. Controlling5. Directing

Management responsibility and skills:1. Planning2. Organizing3. Staffing4. Controlling5. Directing

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ControllingControlling

Measuring: determining through formal and informal reports the degree to which progress toward objectives is being made.

Evaluating: determining cause of and possible ways to act on significant deviations from planned performance.

Correcting: taking control action to correct an unfavorable trend or to take advantage of an unusually favorable trend.

Measuring: determining through formal and informal reports the degree to which progress toward objectives is being made.

Evaluating: determining cause of and possible ways to act on significant deviations from planned performance.

Correcting: taking control action to correct an unfavorable trend or to take advantage of an unusually favorable trend.

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DirectingDirectingStaffing: seeing that a qualified person is selected

for each position.Training: teaching individuals and groups how to

fulfill their duties and responsibilities.Supervising: giving others day-to-day instruction,

guidance, and discipline as required so that they can fulfill their duties and responsibilities.

Delegating: assigning work, responsibility, and authority so others can make maximum utilization of their abilities.

Staffing: seeing that a qualified person is selected for each position.

Training: teaching individuals and groups how to fulfill their duties and responsibilities.

Supervising: giving others day-to-day instruction, guidance, and discipline as required so that they can fulfill their duties and responsibilities.

Delegating: assigning work, responsibility, and authority so others can make maximum utilization of their abilities.

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Directing (Continued)Directing (Continued)

Motivating: encouraging others to perform by fulfilling or appealing to their needs.

Counseling: holding private discussion with another about how he might do better work, solve a personal problem, or realize his ambitions.

Coordinating: seeing that activities are carried out in relation to their importance and with a minimum of conflict.

Motivating: encouraging others to perform by fulfilling or appealing to their needs.

Counseling: holding private discussion with another about how he might do better work, solve a personal problem, or realize his ambitions.

Coordinating: seeing that activities are carried out in relation to their importance and with a minimum of conflict.

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Maslow’s Hierarchy Of Needs

Maslow’s Hierarchy Of Needs

SELF-ACTUALIZATION

SELF-ESTEEM

SOCIAL / BELONGING

SAFETY

PHYSIOLOGICAL

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MotivatingMotivatingA feeling of pride or satisfaction for one’s egoSecurity of opportunitySecurity of approvalSecurity of advancement, if possibleSecurity of promotion, if possibleSecurity of recognitionA means for doing a better job, not a means to

keep a job

A feeling of pride or satisfaction for one’s egoSecurity of opportunitySecurity of approvalSecurity of advancement, if possibleSecurity of promotion, if possibleSecurity of recognitionA means for doing a better job, not a means to

keep a job

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Professional NeedsProfessional Needs

Interesting and challenging workProfessionally stimulating work

environmentProfessional growthOverall leadership (ability to lead)Tangible rewardsTechnical expertise (within the team)Management assistance in problem-solvingClearly defined objectives

Interesting and challenging workProfessionally stimulating work

environmentProfessional growthOverall leadership (ability to lead)Tangible rewardsTechnical expertise (within the team)Management assistance in problem-solvingClearly defined objectives

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Professional Needs (continued)Professional Needs (continued)

Proper management controlJob securitySenior management supportGood interpersonal relationsProper planningClear role definitionOpen communicationsA minimum of changes

Proper management controlJob securitySenior management supportGood interpersonal relationsProper planningClear role definitionOpen communicationsA minimum of changes

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Providing SecurityProviding Security

Letting people know why they are where they are

Making individuals feel that they belong where they are

Placing individuals in positions for which they are properly trained

Letting employees know how their efforts fit into the big picture

Letting people know why they are where they are

Making individuals feel that they belong where they are

Placing individuals in positions for which they are properly trained

Letting employees know how their efforts fit into the big picture

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MotivationMotivation

Adopt a positive attitudeDo not criticize managementDo not make promises that cannot be keptCirculate customer reportsGive each person the attention he requires

Adopt a positive attitudeDo not criticize managementDo not make promises that cannot be keptCirculate customer reportsGive each person the attention he requires

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Motivation (Continued)Motivation (Continued)

Giving assignments that provide challengesClearly defining performance expectationsGiving proper criticism as well as creditGiving honest appraisalsProviding a good working atmosphereDeveloping a team attitudeProviding a proper direction (even if

Theory Y)

Giving assignments that provide challengesClearly defining performance expectationsGiving proper criticism as well as creditGiving honest appraisalsProviding a good working atmosphereDeveloping a team attitudeProviding a proper direction (even if

Theory Y)

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Power/Authority ProblemsPower/Authority ProblemsPoorly documented or no formal authorityPower and authority perceived incorrectlyDual accountability of personnelTwo bosses (who often disagree)The project organization encouraging individualismSubordinate relationships stronger than peer or

superior relationshipsShifting of personnel loyalties from vertical to

horizontal lines

Poorly documented or no formal authorityPower and authority perceived incorrectlyDual accountability of personnelTwo bosses (who often disagree)The project organization encouraging individualismSubordinate relationships stronger than peer or

superior relationshipsShifting of personnel loyalties from vertical to

horizontal lines

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Power/Authority Problems (Continued)

Power/Authority Problems (Continued)

Group decision making based the strongest group

Ability to influence or administer rewards and punishment

Sharing resources among several projects

Group decision making based the strongest group

Ability to influence or administer rewards and punishment

Sharing resources among several projects

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NegotiationsNegotiations

Negotiations should take place at the lowest level of interaction.

Definition of the problem must be the first priority:The issueThe impactThe alternativeThe recommendations

Higher-level authority should be used if, and only if, agreement cannot be reached.

Negotiations should take place at the lowest level of interaction.

Definition of the problem must be the first priority:The issueThe impactThe alternativeThe recommendations

Higher-level authority should be used if, and only if, agreement cannot be reached.

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Responsibility MatrixResponsibility Matrix

General management responsibilityOperations management responsibilitySpecialized responsibilityWho must be consultedWho may be consultedWho must be notifiedWho must approve

General management responsibilityOperations management responsibilitySpecialized responsibilityWho must be consultedWho may be consultedWho must be notifiedWho must approve

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Responsibility Assignment Matrix (An Example)

Raw Material Procurement

Prepare bill of materials

Contact vendors

Visit vendors

Prepare purchase orders

Authorize expenditures

Place purchase orders

Inspect raw materials

Quality control testing

Update inventory file

Prepare inventory report

Withdraw Materials

Project Manager

Project Office

Team

Mem

berD

epartment

Manager

Project Sponsor

LEGEND

General Management responsibilitySpecialized ResponsibilityMust be consultedMay be consultedMust be notifiedMust approve

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Communication Responsibility

Matrix

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Data Distribution Matrix

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DefinitionsDefinitions

Authority is the right of an individual to make the necessary decisions required to achieve his objectives or responsibilities.

Responsibility is the assignment for completion of a specific event or activity.

Accountability is the acceptance of success or failure.

Authority is the right of an individual to make the necessary decisions required to achieve his objectives or responsibilities.

Responsibility is the assignment for completion of a specific event or activity.

Accountability is the acceptance of success or failure.

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Delegation FactorsDelegation Factors

The maturity of the project management function

The size, nature, and business base of the company

The size and nature of the projectThe life cycle of the projectThe capabilities of management at all levels

The maturity of the project management function

The size, nature, and business base of the company

The size and nature of the projectThe life cycle of the projectThe capabilities of management at all levels

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Types of AuthorityTypes of Authority

The focal position for informationConflict between the project manager and

functional managersInfluence to cut across functional and

organizational linesParticipation in major management and

technical decisionsCollaboration in staffing the projectControl over allocation and expenditure of

funds

The focal position for informationConflict between the project manager and

functional managersInfluence to cut across functional and

organizational linesParticipation in major management and

technical decisionsCollaboration in staffing the projectControl over allocation and expenditure of

funds

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Types of Authority (Continued)Types of Authority (Continued)

Selection of subcontractorsRights in resolving conflicts Voice in maintaining integrity of the

project teamEstablishment of project plansProviding a cost-effective information

system for controlProviding leadership in preparing

operational requirements

Selection of subcontractorsRights in resolving conflicts Voice in maintaining integrity of the

project teamEstablishment of project plansProviding a cost-effective information

system for controlProviding leadership in preparing

operational requirements

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Types of Authority (Continued)Types of Authority (Continued)

Maintaining prime customer liaison and contact

Promoting technological and managerial improvements

Establishment of a project organization for the duration of the project

Cutting red tape

Maintaining prime customer liaison and contact

Promoting technological and managerial improvements

Establishment of a project organization for the duration of the project

Cutting red tape

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Project Authority --Types Of Project Authority

Project Authority --Types Of Project Authority

DE JURE DE FACTOOR LEGAL OR IMPLIED

AUTHORITY AUTHORITY

AUTHORITYCHARTERPROJECT

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Interpersonal Influences-- Power

Interpersonal Influences-- Power

Types of Power Legal authority: the ability to gain support because

project personnel perceive the project manager as being officially empowered to issue orders.

Reward power: the ability to gain support because project personnel perceive the project manager as capable of directly or indirectly dispensing valued organizational rewards (i.e., salary, promotion, bonus, future work assignments).

Types of Power Legal authority: the ability to gain support because

project personnel perceive the project manager as being officially empowered to issue orders.

Reward power: the ability to gain support because project personnel perceive the project manager as capable of directly or indirectly dispensing valued organizational rewards (i.e., salary, promotion, bonus, future work assignments).

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Types of Power (Continued)Types of Power (Continued)

Penalty power: the ability to gain support because the project personnel perceive the project manager as capable of directly or indirectly dispensing penalties that they wish to avoid. Penalty power usually derives from the same source as reward power, with one being a necessary condition for the other.

Penalty power: the ability to gain support because the project personnel perceive the project manager as capable of directly or indirectly dispensing penalties that they wish to avoid. Penalty power usually derives from the same source as reward power, with one being a necessary condition for the other.

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Types of Power (Continued)Types of Power (Continued)

Expert power: the ability to gain support because personnel perceive the project manager as possessing special knowledge or expertise (that functional personnel consider as important).

Referent power: the ability to gain support because project personnel feel personally attracted to the project manager or his project.

Expert power: the ability to gain support because personnel perceive the project manager as possessing special knowledge or expertise (that functional personnel consider as important).

Referent power: the ability to gain support because project personnel feel personally attracted to the project manager or his project.

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Barriers to Project Team Development

Barriers to Project Team Development

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Barriers to Project Team Development (Continued)

Barriers to Project Team Development (Continued)

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Barriers to Project Team Development (Continued)

Barriers to Project Team Development (Continued)

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Barriers to Project Team Development (Continued)

Barriers to Project Team Development (Continued)

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Barriers to Project Team Development (Continued)

Barriers to Project Team Development (Continued)

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Team Building OutcomesTeam Building Outcomes

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Team Building as an Ongoing Process

Team Building as an Ongoing Process

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Leadership FactorsLeadership Factors

The person leadingThe people being ledThe situation (i.e., the project environment

or problem.)

The person leadingThe people being ledThe situation (i.e., the project environment

or problem.)

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Situational Leadership ModelSituational Leadership Model

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Employee-Manager ProblemsEmployee-Manager ProblemsThe pyramidal structureSuperior-subordinate relationshipsDepartmentalizationScalar chain of commandPower and authorityPlanning goals and objectivesDecision makingReward and punishmentSpan of control

The pyramidal structureSuperior-subordinate relationshipsDepartmentalizationScalar chain of commandPower and authorityPlanning goals and objectivesDecision makingReward and punishmentSpan of control

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Management PitfallsManagement Pitfalls

Lack of self-control (knowing oneself)Activity trapsManaging versus doingPeople versus task skillsIneffective communicationsTime managementManagement bottlenecks

Lack of self-control (knowing oneself)Activity trapsManaging versus doingPeople versus task skillsIneffective communicationsTime managementManagement bottlenecks

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CommunicationsCommunications

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Communications -- DefinitionCommunications -- Definition

Effective project communication is needed to ensure that we get the right information to the right person at the right time using the right media and the right format and in a cost-effective manner.

Effective project communication is needed to ensure that we get the right information to the right person at the right time using the right media and the right format and in a cost-effective manner.

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Communications -- Responsibility

Communications -- Responsibility

The project manager must know:What kind of message to sendTo whom to send the messageHow to translate the message into a language

that all can understand

The project manager must know:What kind of message to sendTo whom to send the messageHow to translate the message into a language

that all can understand

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Communications--meaningCommunications--meaning

An exchange of informationAn act or instance of transmitting informationA verbal or written messageA technique for expressing ideas effectivelyA process by which meanings are exchanged

between individuals through a common system of symbols

An exchange of informationAn act or instance of transmitting informationA verbal or written messageA technique for expressing ideas effectivelyA process by which meanings are exchanged

between individuals through a common system of symbols

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Types of CommunicationTypes of Communication

Written formalWritten informalOral formalOral informal (preferred by project

managers)

Written formalWritten informalOral formalOral informal (preferred by project

managers)

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Communication ChannelsCommunication Channels

UPWARDCOMMUNICATION

TOMANAGEMENT

TO FRIENDS, SOCIAL GROUPLATERAL COMMUNICATION

AND BOTH FORMAL ANDINFORMAL ORGANIZATIONS

LATERAL COMMUNI- CATION TO PEERS,

FUNCTIONAL GROUPSAND CUSTOMERS

LATERAL COMMUNICATIONTO ASSOCIATES ANDTHE PROJECT OFFICE

PROJECTMANAGER

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Customer-Contractor CommunicationCustomer-Contractor Communication

Informal

Informal

Formal

Customer Contractor

Sponsor Sponsor

Employees Employees

Project

Project

Manager Manager

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Total Communication ProcessTotal Communication Process

SOURCE RECEIVERENCODER DECODERMESSAGE

PERSONALITYSCREEN SCREEN

PERCEPTION

FEEDBACK

PERSONALITY SCREENPERCEPTION SCREEN

REGION OF EXPERIENCE FOR SOURCE

REGION OF EXPERIENCE FOR RECEIVER

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Encoding BarriersEncoding Barriers

Communication goalsCommunication skillsFrame of reference Sender credibilityNeeds Personality and interestsInterpersonal sensitivityAttitude, emotion, and self-interest

Communication goalsCommunication skillsFrame of reference Sender credibilityNeeds Personality and interestsInterpersonal sensitivityAttitude, emotion, and self-interest

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Encoding Barriers (Continued)Encoding Barriers (Continued)

Position and statusAssumptions (about receivers)Existing relationships with receivers

Position and statusAssumptions (about receivers)Existing relationships with receivers

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Decoding BarriersDecoding Barriers

Evaluative tendencyPreconceived ideasCommunication skillsFrame of referenceNeeds Personality and interestAttitudes, emotion, and self-interestPosition and status

Evaluative tendencyPreconceived ideasCommunication skillsFrame of referenceNeeds Personality and interestAttitudes, emotion, and self-interestPosition and status

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Decoding Barriers (Continued)Decoding Barriers (Continued)

Assumptions about senderExisting relationship with senderLack of responsive feedbackSelective listening

Assumptions about senderExisting relationship with senderLack of responsive feedbackSelective listening

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Understanding BarriersUnderstanding Barriers

Listening skillsCultureIntelligenceKnowledge baseSemanticsSituational considerationEmotional statusAuthority or positionCommon sense

Listening skillsCultureIntelligenceKnowledge baseSemanticsSituational considerationEmotional statusAuthority or positionCommon sense

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Internal FactorsInternal Factors

Power gamesWithholding informationManagement by memoReactive emotional behaviorMixed messagesIndirect communicationsStereotypingTransmitting partial informationBlocking or selective perception

Power gamesWithholding informationManagement by memoReactive emotional behaviorMixed messagesIndirect communicationsStereotypingTransmitting partial informationBlocking or selective perception

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External FactorsExternal Factors

The business environmentThe political environmentThe economic climateRegulatory agenciesThe technical state-of-the-art

The business environmentThe political environmentThe economic climateRegulatory agenciesThe technical state-of-the-art

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Environmental FactorsEnvironmental Factors

Logistics/geographic separationPersonal contact requirementsGroup meetingsTelephoneCorrespondence (frequency and quantity)Electronic mail

Logistics/geographic separationPersonal contact requirementsGroup meetingsTelephoneCorrespondence (frequency and quantity)Electronic mail

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AmbiguityAmbiguity

Ambiguity causes us to hear what we want to hear.

Ambiguity causes us to hear what the group wants.

Ambiguity causes us to relate to past experiences without being discriminatory.

Ambiguity causes us to hear what we want to hear.

Ambiguity causes us to hear what the group wants.

Ambiguity causes us to relate to past experiences without being discriminatory.

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Functional ApplicationsFunctional Applications

Providing project directionDecision makingAuthorizing workDirecting activitiesNegotiationReporting (including briefings)

Attending meetingsOverall project managementMarketing and selling

Providing project directionDecision makingAuthorizing workDirecting activitiesNegotiationReporting (including briefings)

Attending meetingsOverall project managementMarketing and selling

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Functional Applications (Continued)

Functional Applications (Continued)

Public relationsRecords management

MinutesMemos / letters / newslettersReportsSpecificationsContract documents

Public relationsRecords management

MinutesMemos / letters / newslettersReportsSpecificationsContract documents

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Perhaps as much as 90 percent or more of the time the project manager spends in providing

project direction involves some form of

communications.

Perhaps as much as 90 percent or more of the time the project manager spends in providing

project direction involves some form of

communications.

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MeetingsMeetings

Meetings can be classified according to their frequency of occurrence:The daily meeting where people work together on

the same project with a common objective and reach decisions informally by general agreement.

The weekly or monthly project meeting where members work on different but parallel projects and where there is a certain competitive element and greater likelihood that the chairmen will make the final decision by himself/herself.

Meetings can be classified according to their frequency of occurrence:The daily meeting where people work together on

the same project with a common objective and reach decisions informally by general agreement.

The weekly or monthly project meeting where members work on different but parallel projects and where there is a certain competitive element and greater likelihood that the chairmen will make the final decision by himself/herself.

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Meetings (Continued)Meetings (Continued)

The irregular, occasional, or “special project” meeting, composed of people whose normal work does not bring them into contact and whose work has little or no relationship to the others.

The irregular, occasional, or “special project” meeting, composed of people whose normal work does not bring them into contact and whose work has little or no relationship to the others.

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Written mediaWritten media

Individually oriented media: These include letters, memos, and reports.

Legally oriented media: These include contracts, agreements, proposals, policies, directives, guidelines, and procedures.

Organizationally oriented media: These include manuals, forms, and brochures.

Individually oriented media: These include letters, memos, and reports.

Legally oriented media: These include contracts, agreements, proposals, policies, directives, guidelines, and procedures.

Organizationally oriented media: These include manuals, forms, and brochures.

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Six StepsSix Steps

Think through what you wish to accomplish.Determine the way you will communicate.Appeal to the interest of those affected.Give playback on ways others communicate to

you.Get playback on what you communicate.Test effectiveness through reliance on others to

carry out your interactions.

Think through what you wish to accomplish.Determine the way you will communicate.Appeal to the interest of those affected.Give playback on ways others communicate to

you.Get playback on what you communicate.Test effectiveness through reliance on others to

carry out your interactions.

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BarriersBarriersReceiver hearing what he wants to hear. This

results from people doing the same job so long that they no longer listen.

Sender and receiver having different perceptions. This is vitally important in interpreting contractual requirements, statements of work, and proposal information requests.

Receiver evaluating the source before accepting the communications.

Receiver hearing what he wants to hear. This results from people doing the same job so long that they no longer listen.

Sender and receiver having different perceptions. This is vitally important in interpreting contractual requirements, statements of work, and proposal information requests.

Receiver evaluating the source before accepting the communications.

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BarriersBarriers

Receiver ignoring conflicting information and doing as he pleases.

Words meaning different things to different people.

Communicators ignoring nonverbal cues.Receiver being emotionally upset.

Receiver ignoring conflicting information and doing as he pleases.

Words meaning different things to different people.

Communicators ignoring nonverbal cues.Receiver being emotionally upset.

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ConclusionsConclusionsDon’t assume that the message you sent will be

received in the form you sent it.The swiftest and most effective

communications take place among people with common points of view. The manager who fosters good relationships with his associates will have little difficulty in communicating with them.

Communications must be established early in the project.

Don’t assume that the message you sent will be received in the form you sent it.

The swiftest and most effective communications take place among people with common points of view. The manager who fosters good relationships with his associates will have little difficulty in communicating with them.

Communications must be established early in the project.

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Administrative ClosureAdministrative Closure

Records ManagementMinutesMemosNewslettersReportsSpecification changesContractual documentation

Records ManagementMinutesMemosNewslettersReportsSpecification changesContractual documentation

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Administrative ClosureAdministrative Closure

Project ArchivesProject recordsUpdate historical databasesFinancial recordsSecurity of critical information

Project ArchivesProject recordsUpdate historical databasesFinancial recordsSecurity of critical information

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No major project is ever completed on time, within budget, with the same staff that started it.

Projects progress quickly until they become 90% complete: then they remain 90% complete forever.

If project content is allowed to change freely, the rate of change will exceed the rate of progress.

No system is ever completely debugged: attempts to debug a system inevitably introduce new bugs that are even harder to detect.

Project teams detest reporting progress because it vividly demonstrates their lack of progress.

Laws of Project ManagementLaws of Project Management