Chapter 3 -Manager CHE620 Project Management

8/17/2019 Chapter 3 -Manager CHE620 Project Management

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CHE620

PROJECT MANAGEMENT

Chapter 2: MANAGER, ORGANIZATION TEAM

By: Cik Siti Khatijah Jamaludin

Faculty of Chemical Engineering


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Definitions of Project Manager

• The person with authority to manage a project. Thisincludes leading the planning and the developmentof all project deliverables. The project manager isresponsible for managing the budget and work plan

and all Project Management procedures such asscope management, issues management, riskmanagement, etc.


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Project Manager (PM)

• Prime job of a PM:

To make sure that project is

properly planned, implemented

and completed!!!


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Functional vs. Project Managers

Functional Manager• Expert in functional area

• Full authority over employees

• Competes for resources with

other functional dept.• Knows subordinates very well

• Functional environment isfairly stable & people arecomfortable in their jobs

• Applies Analytical Approach tounderstanding and solvingproblems

Project Manager• May not be expert in any area

• May have limited authorityover employees

• Competes for resources with

other projects• May not have known

subordinates very long

• Project environment istemporary & people expect

changes

• Applies System Approach tounderstanding and solvingproblems


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What does a PM do?


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What does a PM do? (cont.)

Project

Integration

Scope

Management

Schedule

Management

Cost

Management

Quality

Management

People

Management

Risk

Management

Project

Procurement


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Project Integration

• At the beginning of a project, it’s important to develop a solid understanding of

the project’s goals, and how the various elements will fit together for a successful

outcome.

• Project manager has to perform project analysis and develop a comprehensive

Project Initiation Document, critical and high-level document, which covers the

basic project needs and outcomes, so that everyone can understand the project’s

goals.

Scope Management

• Projects have a nasty habit of expanding as they go along, making it impossible to

hit deadlines. To control this “expansion”, it’s essential to define the scope at

the very start of your project based, and then manage it closely against thissigned-off definition.

• For example, in case that a client wants to change the scope during project

development because of some new functionality, project manager has to

re-negotiate terms and conditions, and prepare new documentation for signing.


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Schedule Management

• A project’s scope can easily grow, and so can the time needed to complete it.

• For a project to be completed successfully, despite all of the unknowns, it’s important

to clearly define the sequence of activities, estimate the time needed for each one,

and build in sufficient contingency time to allow for the unexpected.

• Project can be very complex, particularly when different people do different things and

their work output becomes the input for another piece of work. That’s why it’s

necessary to monitor every activity, just as much as the whole project.

Cost Management

• To determine what a project will cost, project manager must be systematic with the

estimation, budgeting, and controlling.

• Many project decisions will have an impact on cost. Therefore, it’s important to

understand what’s driving the costs and develop a system for monitoring the

project’s financial performance.• Managing project finances requires many tools and strategies, and it’s very important

to set up a reliable control system to keep track of the costs and required changes.


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People Management

• The people on the project team can make or break the final outcome. Getting the right

mix of interpersonal and political skills is just as important as the right technical skills.

• PM must keep the project team on track and working productively, also be prepared to

help people through the Forming, Storming, Norming and Performing stages that so

many teams go through.

Quality Management

• Projects must be delivered not only on time and on budget, but also in according to

specification (this is what “quality” means in project management).

• It’s a project manager’s responsibility to ensure that project outcomes, at every stage

of the project, are consistent with client’s needs. Never waste precious time andresources trying to achieve an inappropriate level of quality.


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Risk Management

• Project managers must understand which of the risks could significantly impact their

plans.

• An Impact / Probability Chart is a good way to deal with this. Always be prepared, so

develop a plan for monitoring and controlling the major risks involved in the project.• Using Risk Analysis, develop options to reduce risks, prepare Contingency Plans, and

decide who is responsible for which parts of risk response.

Project Procurement

• Generally, cooperation with external suppliers has a large influence on project costs.

• Suppliers also affect whether the project will deliver on time and according to

specification.• Never rushes with the decision, and makes sure to select the best supplier .


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PM’s Essential Soft Skills


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PM is also a good….

• Manager

– oversees and manages the work and the employees

• Facilitator

– ensures that all resources and work are available whenneeded and that any problems are resolved

• Communicator

– must effectively communicate with senior management,

client, project team, and other participants (vendors, dept.

managers, etc.) as needed (which is frequently)


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Mantel et al. (2011)

Communication Path of a PM


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• Politician

– knows how to “get things done”, how to “work thesystem”, how to get people to cooperate, how to influenceothers

• Negotiator – skilled at getting what is needed for the project to

succeed: negotiate with senior mgmt. for more resources,negotiate with functional manager to get a particular

project team member or to use a functional resource,negotiate with vendor for shorter lead time, negotiatewith client about project goal changes

PM is also a good….(cont)


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PM’s Responsibilities

• Acquiring resources

– Funds, personnel, other resources

• Fighting fires and obstacles

• Providing leadership

• Making tradeoffs between project goals

• Negotiating and persuading

• Resolving conflicts


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Top 10 Qualities of an Effective Project

Manager

1. Inspires a Shared Vision

2. Good Communicator

3. Possess High Integrity

4. Possess High Enthusiasm5. Empathy

6. Competent

7. Ability to Delegate Tasks

8. Cool Under Pressure

9. Possess Team-building Skills

10. Possess Problem Solving Skills


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Background & Qualifications

– At least 4-5 years of Work Experience

– Management Degrees / Related Training or Coursework

– Leadership / Team handling Experience

Certifications :

PMP certification offered by Project Management Institute

Certification Programs offered by International Institute of

Learning


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Job Outlook

• Faster than average growth through 2014

• Money, money, money

– Figures are intended as a guideline only. Salaries dependon experience, the industry, the country and the size andtype of project.

• Earnings are usually between £25,000 and £50,000 a year Topsalaries can reach £80,000 or more

• Freelance project managers may be paid around £300 to £400 aday

• There may be extra bonuses for meeting deadlines


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Challenges

• Management of team dynamics

• Management of client relationships

• Long working hours

• High stress work environment

• Ethical dilemmas

• Impact on personal life


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Example : Job Posting


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Conclusion

• High level of responsibility

• Key position within the organization

• Job outlook – positive• Time, resource, people, and client

management skills necessary

• Technology skills necessary• Better salary for meeting bigger challenges


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Project Team Members

• Characteristics of effective team members:

– High quality technical skills

– Political sensitivity

– Strong problem orientation

– Strong goal orientation

– High self-esteem


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© 2006 John Wiley and Sons, Inc.

Interpersonal Conflict

• Conflict and the Project Manager

– Most of the conflict on project teams is the result of

individuals focusing on the project through the eyes of their

individual discipline or department

– Conflict avoiders do not make successful project managers

– On occasion, compromise appears to be helpful, but most

often, gently confronting and resolving the conflict is themethod of choice, for a win-win situation


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© 2006 John Wiley and Sons, Inc.

Interpersonal Conflict

• The focus of conflict can often be related to the stage inthe project’s life cycle

– When the project is first organized, priorities, procedures and

schedules all have roughly equal potential to cause conflict

– During the buildup phase, priorities become significantly more

important than any other conflict factor

– In the main program phase schedules are the most important

cause of conflict followed by technical disagreements

– At the project finish, meeting the schedule is the critical issue


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That’s all…Thanx! ;-)

Chapter 3 -Manager CHE620 Project Management

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