Project Management Part 2 Project Managers 12/25/20081.

Project Management

Part 2

Project Managers

12/25/2008 1

Topic Outline: Project Managers

Selecting the project managerRoles of a project managerProject manager responsibilitiesCharacteristics of an effective project managerProject manager challengesProject manager rewardsProject manager selection exerciseProject Management Institute (PMI)Tips for managing meetings

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When is the PM appointed?

A meeting with senior management. The SM describes the project, its importance to the parent organization, and to the future career of the PM.

PM selection is announced. Launch meeting with people who have the

requisite talent and knowledge to initiate the project team

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Who should be appointed as the PM?

a technical expert?whoever is available at the moment?someone with good organizational skills?

The hard part of PM job is negotiating with functional managers and clients, keeping the peace among project team, being surrounded by the chaos.

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Who is the PM responsible to?

Project Stakeholders & Participants Customer/Client Project sponsors Top management Project team Subcontractors and vendors Administrative support groups (HR, IT, Purchasing) Functional managers Other project managers in the company Government agencies and other organizations

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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 is fairly stable & people are comfortable in their jobs

Project Manager May not be expert in any

area May have limited

authority over employees Competes for resources

with other projects May not have known

subordinates very long Project environment is

temporary & people expect changes

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Roles of a PM

Manager oversees and manages the work and the employees

Facilitator ensures that all resources and work are available

when needed 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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Roles of a PM

Politician knows how to “get things done”, how to “work the

system”, how to get people to cooperate, how to influence others

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, negotiate with client about project goal changes

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Manager As Facilitator

Manager-as-Supervisor Versus Manager-as-Facilitator

Systems Approach suboptimization

Must ensure project team members have appropriate knowledge and resources

Micromanagement

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Facilitator vs. Supervisor

Ensures that all resources and work are available when needed, and that any problems are resolved, and that the task is properly concluded.

Gives the responsibility for the planning and organization of specific tasks to the team members who have the technical knowledge.

Resolves conflict between team and managers of the functional divisions, conflict with the client and other outsiders. Manages conflicts by ne gotiating.

PM uses the systems approach

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Facilitator: Systems Approach

Study of the parts, but also understanding of how they fit together, how they interact, and how they affect and are affected by their environment.

The traditionalist manages his/er group, a subsystem, with a desire to optimize the group's performance. The systems approach manager conducts the group so that it contributes to total system optimization.

If all subsystems are optimized, suboptimization, the total system is not even close to optimum performance. The operation was a success, but the patient died.

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Facilitator: Systems Approach

A project is a system composed of tasks (subsystems), subtasks, and so on. The system, a project, exists as a subsystem of the larger system, a program, that is a subsystem in the larger system, a firm, and so on.

Just as the project's objectives influence the nature of the tasks and the tasks influence the nature of the subtasks, so does the program and, above it, the organization influence the nature of the project.

The PM's job is to find out what tasks, what resources, how to get the resources, what personnel, when the deliverable must be completed. The PM is responsible for planning, organizing, staffing, budgeting, directing, and controlling the project.

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Facilitator: Micromanagement

One of the deadly managerial sins where program manager who closely supervises and second-guesses every decision the PM makes. They are also quite willing to help by instructing the PM exactly what to do.

The same is true if the PM instruct the project team members exactly what to do

The most successful project teams tend to adopt a collegial style. Intrateam conflict is minimized or used to enhance team creativity, cooperation is the norm, and the likelihood of success is high.

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Communicator

Must effectively communicate with senior management, client, project team, vendors, department managers, , and to anyone else who may have a stake in the project's performance as needed

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Senior Manageme

nt

Project Team

Outside Interested

Party

PMClient

Communicator

Must effectively communicate with senior management, client, project team, vendors, department managers, , and to anyone else who may have a stake in the project's performance as needed

Figure 2-1 shows the PM's position and the communication lines. The solid lines PM's communication channels, the dotted lines communication paths for the other parties.

Some of these parties propagate communications that may mislead other parties, or directly conflict with other messages in the system. It is the PM's responsibility to introduce some order into this communication mess.

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Communicator: Virtual Projects

Some project teams are geographically dispersed. Activities are carried out by different divisions or organizations in different locations.

Geographically disperse projects are often referred to as virtual projects.

Much of the communication is conducted via email, through websites, by telephone or video conferencing, etc.

Communication between PM and project team must be frequent, open, and more importantly, two-way real time.

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Communicator: Project Champion

Never let the boss be surprised! Build trust between the PM and senior managers.

Formal and routine progress reports aside , the PM must keep senior management (project champion) up to date on the state of the project, any problem or potential problem affecting time, budget, and scope of the project.

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Communicator: Project Team

The PM will have people working on the project who are not "direct reports.” They may report to a superior who is not connected with the project.

The relationship between the team and the PM may be closer to boss-subordinate.

Both PM and team members often develop a mutual commitment to the successful conclusion of the project.

The PM facilitates the work of the team, and helps them succeed. S/he may also take an active interest in fostering mebers' future careers. The PM may serve as advisor, counselor, confessor, and interested friend.

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Project Manager

The PM is a facilitator, unlike the traditional manager who is a supervisor. The PM must adopt the systems approach to making decisions and managing projects. Trying to optimize each part of a project, suboptimization, does not produce an optimized project. Multiple communication paths exist in any project, and some paths bypass the PM causing problems. Much project communica tion takes place in meetings that may be run effectively if some simple rules are followed. In virtual projects much communication is via high technology channels. Above all, the PM must keep senior management informed about the current state of the project.

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PM’s Responsibilities

Doing whatever it takes to get the job doneAcquiring resources

Funds, personnel, other resources

Fighting fires and obstaclesProviding leadershipMaking tradeoffs between project goalsNegotiating and persuadingResolving conflicts

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Helpful Skills for a PM

Leadership abilityCommunication skillsAbility to develop

peopleTeam-building skillsInterpersonal skillsAbility to handle

stress

Planning skillsOrganizational skillsProblem-solving skillsAdministrative skillsConflict resolution

skillsTime management

skills

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Desirable Characteristics of a PM

Strong focus on “finishing the job”Good at flexibility and adaptabilityWilling to make decisionsCredibility is critical (technical & administrative)Strong sense of ethicsPolitical and personal sensitivityEffective leadership skills (can motivate)Participative style of managementAbility to handle stress

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How To Develop Good PM Skills

Gain experience on the job work on project teams, manage small projects, work

in different job areas to get breadth of experienceSeek out feedback from others; look for a mentorConduct a self-evaluation; learn from mistakes Interview senior or star project managersParticipate in training programsJoin PMI, Toastmasters, other organizationsRead journals, magazines, books on Project Mgmt.Volunteer with charities to gain some skills

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Project Manager Challenges

Dealing with many conflicts of opinions & interestsHandling job stressMaking goal tradeoffs when things go poorlyStaying within the budgetMeeting the project deadlineAchieving all desired project outcomesKeeping all stakeholders happyTime managementBalancing work time and family time (hrs/week)

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Project Manager Rewards

Satisfaction of seeing final outcome and resulting benefits to the company

Satisfaction of making stakeholders happyGood visibility for successful project managerOpportunities for advancement, more

responsibilitiesProfessional growth; enhanced career valueFinancial rewards: bonus, salary increase

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Project manager

The PM is responsible for acquiring the human and material resources needed by the project. The PM is also responsible for exercising leadership, fire fighting, and dealing with obstacles that impede the project's progress. Finally, the PM is responsible for making the trade-offs between budget, schedule, and specifications that are needed to ensure project success. To be successful at meeting these responsibilities, the PM must be skilled at negotiation, conflict resolution, and persuasion.

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12 Rules for Project Managers

Two researchers conducted many interviews with senior project managers in which they asked a simple question:

“What information were you never given as a novice project manager that, in retrospect, could have made your job easier?”

The results were summarized into 12 rules for new PMs.

Source: J. Pinto and O. Kharbanda, “Lessons for an Accidental Profession,” Business Horizons, March-April 1995.

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1. Understand the problems, opportunities, and expectations of a project manager.

2. Recognize that project teams will have conflicts, but this is a natural part of group development.

3. Understand who the stakeholders are and their agendas.

4. Realize that organizations are very political and use politics to your advantage.

5. Realize that project management is “leader intensive” but that you must be flexible.

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6. Understand that project success is defined by four components: budget, schedule, performance criteria, and customer satisfaction.

7. Realize that you must build a cohesive team by being a motivator, coach, cheerleader, peacemaker, and conflict resolver.

8. Notice that your team will develop attitudes based on the emotions you exhibit—both positive and negative.

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9. Always ask “what-if” questions and avoid becoming comfortable with the status of the project.

10. Don’t get bogged down in minutiae and lose sight of the purpose of the project.

11. Manage your time efficiently.

12. Above all, plan, plan, plan.

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Project manager

Successful PMs have some common characteristics. They are "closers." They also have high administrative and technical credibility, show sensitivity to in¬terpersonal conflict, and possess the political know-how to get help from senior management when needed. In addition, the PM should be a leader, and adopt a participatory management style that may have to be modified depending on the level of technological sophistication and uncertainty involved in the project. Another critical project management skill is the ability to direct the project in an ethical manner.

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PM Selection Exercise

First State Bank case (30 min.) Divide into small groups Groups X are given information on either Bob Dixon or

Jim Mason while Groups Y are given information on both project manager candidates.

Read first 2 paragraphs plus section on your assigned person(s). (10 min.)

Groups X: develop a set of reasons supporting why your assigned person (Bob or Jim) should be the project manager. (20 min.)

Groups Y: develop a set of reasons supporting your choice of project manager. (20 min.)

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Project Management Institute (PMI)

Purpose: PMI is a professional organization dedicated to the development and promotion of the field of project management.

Founded in 19691990 7,500 members1995 17,0002000 60,0002003 100,000 (reached this # in Jan. 2003)Now >100,000 in more than 135 countries

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PMI Available Resources

PMP Certification (Project Mgmt. Professional)LA has a PMI chapterwww.pmi.orgProject Management Body of Knowledge

(PMBOK) Guidebook that you can downloadJob listings, publications, web linksCode of Ethics for Project Management

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PMI Code of Ethics

Preamble:

In the pursuit of the project management profession, it is vital that PMI members conduct their work in an ethical manner in order to earn and maintain the confidence of team members, colleagues, employees, employers, customers/clients, the public, and the global community.

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PMI Code of Ethics

As professionals in the field of project management, PMI members pledge to uphold and abide by the following:

I will maintain high standards of integrity and professional conduct

I will accept responsibility for my actions I will continually seek to enhance my professional

capabilities I will practice with fairness and honesty I will encourage others in the profession to act in an

ethical and professional manner

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PMI

A professional organization, the Project Management Institute (PMI) has been devoted to project management. The growth in the field has been exponential. Among other reasons for this growth is the project-oriented organization. The PMI has published the Project Management Body of Knowledge (PMBOK). It also publishes two professional periodicals. Many courses and degree programs in project management are available.

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Project manager

The PM is responsible for acquiring the human and material resources needed by the project. The PM is also responsible for exercising leadership, fire fighting, and dealing with obstacles that impede the project's progress. Finally, the PM is responsible for making the trade-offs between budget, schedule, and specifications that are needed to ensure project success. To be successful at meeting these responsibilities, the PM must be skilled at negotiation, conflict resolution, and persuasion.

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Meetings

The PM attends many meetings, some of which they lead, or manage

Since a PM’s time is valuable, managing meetings efficiently and effectively is a desirable skill

There are many tips that are helpful in becoming an effective meeting manager

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Meetings

If run properly, meetings can be an effective way to discuss issues and make decisions

Some guidelines for effective meetings: Don’t hold meetings for the purpose of sharing

information that can be provided in a report Distribute agenda in advance. Why? Start and stop on time. Why? How can you encourage people to be on

time? Chair of meeting is responsible for the minutes Avoid excessive formality at project meetings

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Meetings

Assume that a project team is going to meet to discuss issues and recommend actions.

Who should attend the meeting?Who should chair the meeting?Where should the meeting be held?How long should the meeting last?What should be the outputs of the meeting?When should they meet again?

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Managing Meetings

How should the meeting chair stop one person from dominating discussions?

How can the meeting chair solicit input from quieter members? Why should they?

Different points of view are beneficial to discuss, but what should the chair do if two people start arguing and create tension?

How can chair handle “stupid” suggestions?

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Controlling the Meeting

During a team meeting to discuss issues and make decisions, how much should the chair talk? Why?

If the chair favors a particular point of view, when should that be made known in the discussion? Why?

How can the chair bring each issue to a positive finish? Why is this important?

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The Meeting Agenda

How long should it be?How long before the meeting should it be

distributed?What information should be included about each

agenda item?How should agenda items be sequenced?What is the benefit of labeling agenda items as

“informational”, “for discussion”, or “action item”?

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Structuring Discussion of an Item

For items needing discussion and a decision: What is the problem? What is the background information? What might have caused the problem? What are some potential solutions? Select the best solution.

Chair should keep discussion focused on this framework

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Dealing with Discussions

Questions seek and answers supply: information opinions suggestions

Which is usually most valuable? Why?The more suggestions the betterNo suggestions are “stupid”, but some may need

clarification or further development

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Minutes of the Meeting

Chair is responsible that minutes be takenAll attendees and absentees at the meeting

should be listed. Why?Minutes should list results of each item

discussed. Why?Items requiring action should be indicated, along

with who is responsible for follow-upMinutes should be distributed reasonably soon

after the meeting. Why?

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Final Thoughts on Meetings

Meetings can serve a useful purposeMeetings can also be a waste of timeThe chair of the meeting is responsible for the

meeting being effective and efficientThe chair should value the time of everyone

involvedEffective meeting management is a skillAttending workshops on managing meetings can

be helpful

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Helpful Meeting Suggestions

Does anyone have any helpful suggestions or tips for running meetings more effectively and efficiently?

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Three Overriding Responsibilities

Acquiring Resources getting necessary quantity and quality can be key

challenge

Fighting Fires and ObstaclesLeadership and Making Trade-Offs

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Essential Skills of Project Manager

Negotiation

Conflict Resolution

Persuasion

Avoiding “Irrational Optimism”

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Characteristics Of A Successful Project Manager

Credibility - The PM is believable technical credibility administrative credibility

Sensitivity - Politically Astute and Aware of Interpersonal Conflict

Leadership, Style, Ethics - Ability to Direct Project in Ethical Manner

Copyright 2007 John Wiley & Sons, Inc. 2-52

Factors Increasing The Importance Of Projects

Emphasis on Time-to-MarketNeed for Specialized Knowledge

from a Variety of AreasExplosive Rate of Technological

ChangeAccountability and Control


The Pure Project Organization


MarketingManufacturingR&DHuman Resources

MarketingManufacturingR&DHuman Resources

The Pure Project Organization

Advantages• Effective and efficient for large projects• Resources available as needed• Broad range of specialists• Short lines of communication

Drawbacks• Expensive for small projects• Specialists may have limited technological

depth• May require high levels of duplication for

certain specialties


Functional Project Organization


Functional Project Organization

Advantages• technological depth

Drawbacks• lines of communication outside

functional department slow

• technological breadth

• project rarely given high priority


Matrix Project Organization


Matrix Project Organization

Advantages• flexibility in way it can interface with parent

organization• strong focus on the project itself• contact with functional groups minimizes projectitis• ability to manage fundamental trade-offs across

several projects Drawbacks

• violation of the Unity of Command principle• complexity of managing full set of projects• conflict


Mixed Project Organization


Characteristics of Effective Project Team Members

Technically CompetentPolitically SensitiveProblem OrientedGoal OrientedHigh Self-Esteem


Matrix Team Problems

Weak (Functional) Matrix• PM has no direct reports

• Ability to communicate directly with team members important

Matrix Projects• Important to maintain good morale

• Project Office


Causes of Intrateam Conflict

Life Cycle Phase Name-Only TeamInterpersonal Conflict


Project Management Part 2 Project Managers 12/25/20081.

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