Federal Urdu university of Arts, Science and Technology (FUUAST) Project Topic: Project Manager of 21 st Century Class: BBA 7 th Submitted to: Sir M. Waseem 1
Oct 26, 2014
Federal Urdu university of Arts, Science and Technology
(FUUAST)
Project Topic: Project Manager of 21st Century
Class: BBA 7th
Submitted to: Sir M. Waseem
Submitted by : Numan Ejaz
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Acknowledgment
I have taken efforts in this project. However, it would not have been possible without the kind support and help of many individuals and organizations. I would like to extend my sincere thanks to my teacher M.WASEEM who give me this opportunity and also help to complete this project.
I am highly indebted to (SHAN CONSTRUCTION COMPANY) for their guidance and constant supervision as well as for providing necessary information regarding the project & also for their support in completing the project.
I would like to express my special gratitude and thanks to industry persons for giving me such attention and time.
My thanks and appreciations also go to my class fellow in developing the project and people who have willingly helped me out with their abilities.
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Dedication
This project is heartily dedicated to my elder brother ARSLAN EJAZ and my lovely Parents who support me to complete this project.
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Abstract
In this project I explain the techniques to become a modern project
manager. The role of project manager in a project is very important
as all the project depends on project manager effort. If a project
manager use updates techniques and also has a different kind of
skills it helps him to complete the project in time and budgeted cost.
The project manager of 21st century has a lot of challenges at his
door but he must be capable enough to overcome those challenges.
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Table of contents
Acknowledgment……………………………………………………………….. 3
Dedication………………………………………………………………………. 4
Abstract ……………………………………………………………………….... 5
Project manger …………………………………………………………………. 7
Project manager topics…………………………………………………………. 7
Types of Project manger………………………………………………………. 8
The Next Generation Project Manager………………………………………… 9
Leaders 13 Core Competencies………………………………………………… 10
Key Capabilities of Next-Generation Project Managers………………………. 12
Top 10 Qualities of a Project Manager………………………………………... 14
What Does a Project Manager Do…………………………………………….. 16
Role of the Project Manager………………………………………………….. 17
Management Skills…………………………………………………………… 21
Interpersonal Skills…………………………………………………………… 23
Influence and Power of the Project Manager………………………………… 25
Placing roles, responsibilities and skills together…………………………….. 26
Organizational study………………………………………………………….. 27
Swot analysis…………………………………………………………………. 31
Conclusion ………………………………………………………………….. . 33
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Project manager
A project manager is a professional in the field of project management. Project managers can have the responsibility
of the planning, execution and closing of any project, typically relating to construction industry, architecture,
Aerospace and Defense, computer networking, telecommunications or software development.
Project manager topics
Project management
Project Management is quite often the province and responsibility of an individual project manager. This
individual seldom participates directly in the activities that produce the end result, but rather strives to
maintain the progress and mutual interaction and tasks of various parties in such a way that reduces the risk
of overall failure, maximizes benefits, and restricts costs.
Products and services
Any type of product or service pharmaceuticals building construction vehicles, electronics, computer
software financial services etc. may have its implementation overseen by a project manager and its
operations by a product manager
Project tools
The tools, knowledge and techniques for managing projects are often unique to Project Management. For
example: work breakdown structures critical path analysis and earned value management. Understanding
and applying the tools and techniques which are generally recognized as good practices are not sufficient
alone for effective project management. Effective project management requires that the project manager
understands and uses the knowledge and skills from at least four areas of expertise. Examples
are PMBOK Application Area Knowledge standards and regulations set forth by ISO for project
management, General Management Skills and Project Environment Management There are also many
options for project management software to assist in executing projects for the project manager and his/her
team.
Project teams
When recruiting and building an effective team, the manager must consider not only the technical skills of
each person, but also the critical roles and chemistry between workers. A project team has mainly three
separate components: Project Manager, Core Team and Contracted Team.
Risk
Most of the project management issues that influence a project arise from risk which in turn arises from
uncertainty. The successful project manager focuses on this as his/her main concern and attempts to reduce
risk significantly, often by adhering to a policy of open communication, ensuring that project participants
can voice their opinions and concerns.
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Types of project managers
Construction Project Manager
Construction project managers in the past were individuals, who worked in construction or supporting industries and
were promoted to foreman. It was not until the late 20th century that construction and Construction
management became distinct fields.
Until recently, the American construction industry lacked any level of standardization, with individual States
determining the eligibility requirements within their jurisdiction. However, several Trade associations based in
the United States have made strides in creating a commonly-accepted set of qualifications and tests to determine a
project manager's competency.
The Project Management Institute has made some headway into being a standardizing body with its creation of
the Project Management Professional (PMP) designation.
The Constructor Certification Commission of the American Institute of Constructors holds semiannual
nationwide tests. Eight American Construction Management programs require that students take these exams
before they may receive their Bachelor of Science in Construction Management degree, and 15 other
Universities actively encourage their students to consider the exams.
The Associated Colleges of Construction Education and the Associated Schools of Construction have made
considerable progress in developing national standards for construction education programs.
The profession has recently grown to accommodate several dozen Construction Management Bachelor of
Science programs.
The United States Navy construction battalions, nicknamed the Seabees, puts their command through strenuous
training and certifications at every level. To become a Chief Petty Officer in the Seabees is equivalent to a BS in
Construction Management with the added benefit of several years of experience to their credit
Architectural Project Manager
Architectural project manager are project managers in the field of architecture. They have many of the same skills as
their counterpart in the construction industry. An architect will often work closely with the construction project
manager in the office of the General contractor (GC), and at the same time, coordinate the work of the design team
and numerous consultants who contribute to a construction project, and manage communication with the client. The
issues of budget, scheduling, and quality-control are the responsibility of the Project Manager in an architect's
office.
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Software Project Manager
A Software Project Manager has many of the same skills as their counterparts in other industries. Beyond the skills
normally associated with traditional project management in industries such as construction and manufacturing, a
software project manager will typically have an extensive background in software development. Many software
project managers hold a degree in Science, Information or another related field.
In traditional project management a heavyweight, predictive methodology such as the waterfall model is often
employed, but software project managers must also be skilled in more lightweight, adaptive methodologies such
as DSDM, SCRUM and XP. These project management methodologies are based on the uncertainty of developing a
new software system and advocate smaller, incremental development cycles. These incremental or iterative cycles
are time boxed (constrained to a known period of time, typically from one to four weeks) and produce a working
subset of the entire system deliverable at the end of each iteration. The increasing adoption of lightweight
approaches is due largely to the fact that software requirements are very susceptible to change, and it is extremely
difficult to illuminate all the potential requirements in a single project phase before the software development
commences.
The software project manager is also expected to be familiar with the Software Development Life Cycle (SDLC).
This may require in depth knowledge of requirements solicitation, application development, logical and physical
database design and networking. This knowledge is typically the result of the aforementioned education and
experience. There is not a widely accepted certification for software project managers, but many will hold
the Project Management Professional (PMP) designation offered by the Project Management Institute, PRINCE2 or
an advanced degree in project management, such as a MSPM or other graduate degree in technology management.
The Next Generation Project Manager
Are you tired being an average project manager, working on average projects, being passed over for promotion, and
getting an average performance review? You need to understand something right now. Being a certified Project
Management Professional (PMP), proficient in the PM knowledge areas and having successful projects under your
belt, is not enough to be a top performing project manager. There are new challenges and expectations today that
require every project manager to evolve to the next level. If you do not take action now, you will be left behind.
New Challenges
Think of all the challenges you face on a daily basis: Motivating teams who are harder to mold and direct than those
in the past. Introducing new services more swiftly to keep up with competitors. Managing change in all its variations
from new company regulations, methods, policies, etc. Managing higher customer expectations. Managing higher
company expectations.
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Being a project manager with a traditional "tyrannical management and control" management style does not succeed
in this new business environment. This is one of the reasons why there have been so many project managers, from
all industries, let go in the past 3 years. Business executives realized their traditional project managers were not
adding value to the organization. They could not meet new challenges and expectations. Traditional project
managers are considered dead weight and on the endangered species list.
Meeting these challenges demands leadership. Why would you want to change your management style? Well, let's
see. Who is the best motivator? A Leader. Who gets the greatest effort and most insightful thinking from people? A
leader. Who always meets stiff challenges and goals? A leader. Who summons from people old-fashioned workplace
virtues like loyalty, commitment, and on-the-job exuberance? A leader. Who gets promoted? A leader.
Traditional Project Manager vs. Leader
So why are there so few leaders? Many believe the traditional "tyrannical management and control" management
style based on ordering people around, kicking butt, and taking names gets results quicker. This can work, but there
is a huge negative impact to employee morale, team performance, and long term success.
Review the following list, A Leaders 13 Core Competencies, and see whether you are a traditional manager or
leader. To keep your current project management position or advance your career, you need to understand the
difference between the two and which leadership core competencies you will need to work on for future success.
Leaders 13 Core Competencies
1. Management Style. Traditional project managers supervise, control and correct. Leader’s strategies, inspire,
and motivate.
2. Goals. Traditional project managers focus on short term goals and follow endless series of internal
processes to the letter. Leaders think and act like an owner of the company, recognize the importance of
long term goals, have vision, and are committed to succeed.
3. Thinking Style. Traditional project managers are satisfied with incremental gains and follow ideas that
worked in the past. Leaders are constantly searching for new knowledge and new ideas, willing to learn
better methods and make sure employees expand their knowledge base.
4. Communication. Traditional project managers engage in one-way communication, give orders, and talk at
people. Leaders encourage interactive communication, are receptive to both positive and negative feedback,
and listen to employees and customers.
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5. Emotion. Traditional project managers are analytical and coolly detached. Leaders produce emotional
energy. They inspire employees and customers to consistently achieve goals.
6. Trust. Traditional project managers are firm believers in Murphy's Law. They constantly monitor their
employees. Leaders maintain a high level of trust with their employees.
7. Openness. Traditional project managers are closed minded, need everything proven to them, and take pride
in saying "NO!." Leaders embrace diversity and are highly receptive to new ideas and people who are
different.
8. Action. Traditional project managers gather good ideas and rarely implement them. They over analyze,
resist making decisions and avoid risk. Leaders are self starters and action oriented, they think fast on their
feet, come up with solutions to critical situations, and take calculated risks.
9. Mentoring. Traditional project managers rarely coach or mentor employees. They focus on how things
should be done and strictly follow procedures and checklists. Leader’s help employees develop the habits
they need to be more successful, empower employees to make decisions, observe performance and provide
feedback.
10. Change. Traditional project managers like things the way they are, will do anything to avoid change, and
see change as a threat. Leaders stimulate and relish change, adapt quickly to change, do not fear it, and see
it as an opportunity.
11. Attitude. Traditional project managers are pessimistic and not approachable. Their first priority is to satisfy
the boss, then customers and employees. They are judgmental and push blame down the line. Leaders
realize the impact of a positive attitude; they treat everyone as special, remain objective, apologize and
admit mistakes, and maintain a positive frame of mind.
12. Value System. Traditional project managers do not have personal or team values documented and they
don't know their own corporate value system. Leaders document and refer to personal and team values
daily, they believe values guide people, and values are something considered worthy in and of itself.
13. Performance Measurement. Traditional project managers rarely measure or review performance. When
they do, the measurements are judgmental, and employees rarely know how they are performing on a day-
to-day basis. Leaders are always measuring data based performance, track employee progress, involve the
employee in tracking their own performance, and use the performance measurements as a training tool.
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How To Become a Leader
Were you born a leader? Of course not. Can you be a leader? Yes.
Leaders are made rather than born. To be successful and meet the new business challenges, traditional project
managers must concentrate on developing the 13 Leadership Core Competencies. Leadership training, mentoring,
experience, and daily dedication to the core competencies will be the key to your success in the future.
To get started on your path to becoming a project management superhero, you need to take the first step.
The following is a list of my favorite project management and leadership web sites that will help you take the first
step: www.ccl.org, www.pmi.org, and www.business.com.
My favorite leadership books include: "One Minute Manager," "Seven Habits of Highly Successful People," "Who
Moved My Cheese," "Not Bosses But Leaders," "The Leader Manager - Guidelines for Action," "Enlightened
Leadership," and "First Things First."
Good luck with your future success.
Key Capabilities of Next-Generation Project Managers
Project managers might just have the toughest job in IT, responsible as they are for ensuring that high-stakes IT
projects are completed on time and on budget. According to a new report from Forrester Research, the project
manager's role is getting even more demanding and difficult to fill.
It's no longer enough for project managers to possess good people skills and to be fluent in project management best
practices, tools and methodologies.
Project managers need to be flexible enough to adapt their approaches to the needs of the business ... they need even
stronger communication skills than in the past.
10 Core Capabilities of a Next Generation Project Manager
Given the way the project manager's role is evolving and the critical nature of the role, Forrester Research developed
a list of 10 core capabilities that IT leaders should seek in their project managers. They are:
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1. Emotional Intelligence: The ability to pick up on events and interactions (both verbal and non-verbal) and to
process those inputs in the context of the project plan.
2. Adaptive Communication: The ability to articulate one's ideas--whether orally or in writing--to a range of
individuals, groups and cultures using the most effective communication techniques for each group.
3. People Skills: The ability to quickly build and maintain positive relationships with team-members and
stakeholders.
4. Management Skills: The ability to serve, motivate and focus a team and to foster collaboration among team
members.
5. Flexibility: The willingness and ability to change one's approach to project management and/or course of action in
response to business needs.
6. Business Savvy: Knowledge of the organization's business, strategy and industry. Ability to understand a strategy
and align tactical work around that strategy.
7. Analytical Skills: The ability to think through problems and decisions.
8. Customer Focus: The ability to understand the end-user or end customer's needs and the drive to ensure that
projects meet those needs.
9. Results-Orientation: The ability to get things done efficiently and effectively.
10. Character: The project manager should have an appealing personality and a strong moral and ethical character.
Notably, technical- and traditional project management skills are absent from Forrester's list of core capabilities for
next generation project managers, but not because those skills are no longer necessary.
While those skills remain important, Forrester maintains that because the softer skills are more difficult to learn than
hard project management skills, organizations may be better off hiring individuals who are strong in those key
capabilities "even if they lack experience in accepted project management practices."
It's an opinion that's likely to spark controversy in project management circles, but it underscores the changing
nature of the role.
"This role is essential to your success today and will be even more critical over the next decade as software delivery
and business context evolve. Traditional soft skills and core capabilities still dominate as companies look to hire
project managers, but new skills are quickly coming to the forefront.
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Top 10 Qualities of a Project Manager
What qualities are most important for a project leader to be effective? Over the past few years, the people at ESI
International, world leaders in Project Management Training, have looked in to what makes an effective project
leader. With the unique opportunity to ask some of the most talented project leaders in the world on their Project
Leadership courses ESI have managed to collect a running tally on their responses. Below are the top 10 in rank
order according to frequency listed.
Inspires a Shared Vision
An effective project leader is often described as having a vision of where to go and the ability to articulate it.
Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who
"lifts us up, gives us a reason for being and gives the vision and spirit to change." Visionary leaders enable people to
feel they have a real stake in the project. They empower people to experience the vision on their own. They offer
people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to
envision their future as part of the vision for the organization.
Good Communicator
The ability to communicate with people at all levels is almost always named as the second most important skill by
project managers and team members. Project leadership calls for clear communication about goals, responsibility,
performance, expectations and feedback.
There is a great deal of value placed on openness and directness. The project leader is also the team's link to the
larger organization. The leader must have the ability to effectively negotiate and use persuasion when necessary to
ensure the success of the team and project. Through effective communication, project leaders support individual and
team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team
members.
Integrity
One of the most important things a project leader must remember is that his or her actions, and not words, set the
modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices.
Creating standards for ethical behavior for oneself and living by these standards, as well as rewarding those who
exemplify these practices, are responsibilities of project leaders. Leadership motivated by self-interest does not serve
the well being of the team. Leadership based on integrity represents nothing less than a set of values others share,
behavior consistent with values and dedication to honesty with self and team members. In other words the leader
"walks the talk" and in the process earns trust.
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Enthusiasm
Plain and simple, we don't like leaders who are negative - they bring us down. We want leaders with enthusiasm,
with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey -
we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why
something can't be done. Enthusiastic leaders are committed to their goals and express this commitment through
optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to
share his or her optimistic expectations. Enthusiasm is contagious and effective leaders know it.
Empathy
What is the difference between empathy and sympathy? Although the words are similar, they are, in fact, mutually
exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as
they are projected into the object and has little concern for the reality and validity of the object's special experience.
Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her
own feelings, ideas and emotional history.
Competence
Simply put, to enlist in another's cause, we must believe that that person knows what he or she is doing. Leadership
competence does not however necessarily refer to the project leader's technical abilities in the core technology of the
business. As project management continues to be recognized as a field in and of itself, project leaders will be chosen
based on their ability to successfully lead others rather than on technical expertise, as in the past. Having a winning
track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in
competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be
seen as capable and competent.
Ability to Delegate Tasks
Trust is an essential element in the relationship of a project leader and his or her team. You demonstrate your trust in
others through your actions - how much you check and control their work, how much you delegate and how much
you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever
remain little more that micro-managers, or end up doing all of the work themselves. As one project management
student put it, "A good leader is a little lazy." An interesting perspective!
Cool Under Pressure
In a perfect world, projects would be delivered on time, under budget and with no major problems or obstacles to
overcome. But we don't live in a perfect world - projects have problems. A leader with a hardy attitude will take
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these problems in stride. When leaders encounter a stressful event, they consider it interesting, they feel they can
influence the outcome and they see it as an opportunity. "Out of the uncertainty and chaos of change, leaders rise up
and articulate a new image of the future that pulls the project together.
Team-Building Skills
A team builder can best be defined as a strong person who provides the substance that holds the team together in
common purpose toward the right objective. In order for a team to progress from a group of strangers to a single
cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must
also know the appropriate leadership style to use during each stage of team development. The leader must also have
an understanding of the different team players styles and how to capitalize on each at the proper time, for the
problem at hand.
Problem Solving Skills
Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project
leaders to have excellent problem-solving skills themselves. They have a "fresh, creative response to here-and-now
opportunities," and not much concern with how others have performed them.
What Does a Project Manager Do
Briefly, technology project managers fulfill the following broad requirements:
Define and review the business case and requirements by regular reviews and controls to ensure that the
client receives the system that he or she wants and needs.
Initiate and plan the project by establishing its format, direction, and base lines that allow for any variance
measurements and change control.
Partner with the end users, work with project sponsors and other management to establish progress and
direction of the project by achieving goals, reaching targets, solving problems, mitigating risks.
Manage the technology, people, and change in order to achieve goals, reach targets, and deliver the project
on time and within budget.
Manage the project staff by creating an environment conducive to the delivery of the new application in the
most cost-effective manner.
Be able to manage uncertainty, rapid change, ambiguity, surprises, and a less defined environment.
Manage the client relationship by using an adequate direct yet complete and formal reporting format that
compliments a respected and productive relationship.
Drive the project by leading by example, and motivating all-concerned until the project accomplishes its
goal.
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Role of the Project Manager
One of the mistakes development organizations make is appointing a project manager only for the depth of her
technical skills. It is not unusual to find a good engineer being promoted to project manager just for her technical
competence. While it is true that one must have a good understanding of the technical aspects of the project, the
principal areas of competence that are required in the management competence areas and these include
communicating; planning, negotiating, coaching, decision-making, and leadership. These skills are often overlooked
at the time of hiring or appointing a project manager; and they are supplemented by the functional support provided
by the organizations back-office operations, such as accounting, human resource and logistics. Another common
mistake is the poor definition of the role of the project manager, usually the job descriptions are too vague and put
too much emphasis on the technical competencies required for the job, organizations make the mistake to assign the
project manager the tasks and activities designed for the project, this may be true for certain small projects but for
most of them the role of the project manager is one of integrator, communicator, and facilitator. The project manager
is the ultimate person accountable for the project she is the one whose job it is to make sure the project gets done,
and would be the principal contact person for the donor, beneficiaries and the key stakeholders. As responsible for
the project she needs to make key decisions regarding the management of the resources available to the project, and
to do that the organization’s senior management needs to appoint the project manager, and give her the appropriate
level of responsibility and authority for project direction and control. A Project Manager is also accountable to the
Program Manager or Organization Director, depending on the size of the organization; and is accountable to the
beneficiaries for delivering the project as planned. The Project Manager has the delegated authority to commit the
organization on matters regarding performance that are within the scope of the project and the contract with the
donor.
Integrator
A key responsibility of the project manager is to ensure the proper integration of the project management processes
and coordinate the different phases trough the project management cycle, that ensures that all areas of the project
come together to deliver the project to a successful conclusion. This is the main role of the project manager; it is not
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related to the technical responsibilities of the project, which in most cases are managed by the project staff. The role
of integrator involves three specific areas of responsibility: Developing the project management plans, which
involves the development of all project planning documents into a consistent, coherent project plan document
Implementing the project plan, which involves the execution of the project plan and ensuring all activities are
performed by all the people involved Monitor and control the plan, which involves measuring the initial results
against the intended objectives and coordinating all changes to the plans.
Project Plan Development
A project plan is the document used to coordinate all the project plans and used as a guide to implement and monitor
the project. Plans should be dynamic and the project manager role is to ensure the plans have a level of flexibility to
allow changes as the project makes progress or when the project environment changes. A project plan is a tool the
project manager uses to lead the project team and asses the status of the project. In order to create a good project
plan the project manager needs to practice the art of integration, since most of the information contained on the
project plans come from many sources, usually from subject matter experts and project stakeholders. The role of
coordinating all this information gives the project manager the opportunity to build a good understanding of the
overall project and how it will be used to guide its implementation. Development projects are unique, and so are the
project plans. A large project involving many people over many years would require a detailed project plan with
complete and in depth information spanning many pages; on the other hand, a small project that involves a few
people over a couple of months might have a project plan a few pages long. The project manager will tailor the
project plan to fit the needs of the project; the plans are intended to guide the project implementation, not to hinder it
with too detailed instructions. The content of a project plan can be used as a guideline for new
Projects or as a check list to evaluate current project plans. Either way the project manager or the development
organization can decide the minimum content of the project plan. It is a good practice if the organizations develop
basic guidelines to help the creation of the project plan, since this document will be used as a communication tool
with the donor, beneficiaries, management and other key stakeholders.
Project Plan Implementation
Project plan implementation includes all the efforts necessary to achieve the activity outputs, implementing the plan
is essentially a guiding proactive role accomplished by a constant referral back to the project plan. This is the place
where the project will spend most of its resources and it requires that the project manager manages and monitors the
performance of the project activities as described in the project plan. Project planning and implementation are
closely related and intertwined activities. Since the main objective of developing a project plan is to guide the
project implementation, a good plan should help produce good outputs which ultimately lead to good outcomes. A
good approach to help the coordination between project planning and project implementation is to have the same
people who plan the activities be the people who will implement them. The project team needs to experience and
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build the skills to develop and implement a plan, the team that implements the plan has a better chance at success if
its part of the plan development.
Although project managers are responsible for developing the overall project management plan, they must solicit
inputs from the project team members for each process area.
Project implementation requires a different set of skills; such as leadership, communication, facilitating and
negotiating skills. Project managers must provide leadership to interpret the project plans and the implementation
guidelines, project managers must also be able to communicate with the project team and stakeholders to develop
and implement good project plans. Project managers and their staff must posses the required expertise for successful
project implementation. If they don’t, it is the projects manager’s job to help develop the necessary skills, or find
somebody else who can to the job or alert the organizations management of the problem.
During implementation the best practices and good results from the early activities needs to be documented as to
benefit future activities and facilitate improvements to the project plan
Project Plan Monitoring and Control
Monitoring and controlling the project involves identifying, evaluating and managing changes throughout the
project management life cycle, the role of the project manager in this area involves achieving the following
objectives: Ensure that changes are beneficial and contribute to the project success; this is achieved by influencing
the factors that create changes and by making trade-offs among the projects constraints such as scope, schedule,
budget and quality. Communicate significant changes to management, beneficiaries and donors, specially the ones
that will impact the projects constraints. Update project plans and record changes. Performance reports provide
information to measure the status of the project against the original plans or baseline. The purpose of the report is to
identify any discrepancies or issues; the project team is then responsible to determine the best corrective actions
needed. Changes are common in projects but they must be managed and properly documented, as they are the basis
for project audits and help inform the project evaluators as to the reasons for the changes. Part of this role is to
ensure that lessons learned are captured and shared with the organization to provide guidance to current or future
projects.
Communicator
This is another important role of the project manager, but one that is often overlooked and not properly taken in
consideration when assigning a project manager to a new project. Communication is providing relevant, timely
information to the right people about the project. Communication is used to inform and educate the project
Stakeholders about the project objectives, risks, assumptions and constraints. The communication or informational
role is the most critical role for the success of the project. The organization functional managers, project staff,
donors and key stakeholders need to make critical decision about the project, and the information they receive must
be relevant, on time and accurate. Project managers in the role of communicators take three functions: to gather
information from project staff and other people involved with the project; distribute the information to stakeholders,
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which includes the donor, beneficiaries, and the organizations functional managers; and the last function is to
transmit the information to the external environment, such as the general public to gain support to the project.
Project managers spend most of their time communicating. They hold meetings; develop reports (writing as well as
orally) to the, donors, beneficiaries or senior management; they listen to issues; solve problems; provide direction
and constantly negotiate for resources.
Project managers’ success depends greatly on their ability to communicate. The project manager uses two forms of
communication:
1. Formal communications which include progress reports and presentations to management or the beneficiaries
2. Informal communications which includes email messages, telephone calls, and team meetings
The effectiveness with which this role is used is important to the success of the project and the project manager.
Leader
A project manager is above all a leader; the team needs direction for the life of the project and the project manager is
responsible for leading the team to achieve the vision that the project has created, a project manager does this by
facilitating, coordinating and motivating the team to achieve the project goals; this is a central role of the project
manager and her ability to influence, inspire, direct, communicate will determine her effectiveness as a project
manager. Leading is a central role; it involves working with and through others to achieve the objectives of the
project. It is through the project manager’s ability to lead will determine the success of the project.
The focus on this role is to ensure the project team and the project stakeholders have a clear vision of the objectives
the project aims to achieve. During the curse of the project is not unusual that the team starts shifting its attention
from the final objective; here is where the leadership role is needed and the project manager needs to communicate
and motivate the team to the ultimate goal. The leadership role includes the facilitator, coordinator and motivator
roles.
Facilitator
In this role the project manager acts as an individual who enables the project team to work more effectively; helps
them collaborate and achieve synergy. The project manager is not responsible to do all the tasks of the project, that
is the responsibility of the project team, the project manager role is to create the right conditions that enable the
project team to carry their duties. The project manager also contributes by providing the framework to facilitate the
interactions among the different groups so that they are able to function effectively. The goal of this role is to
support the project team and the beneficiaries so that they can achieve exceptional performance. The project
manager encourages full participation from the project team, promotes mutual understanding with the beneficiaries
and cultivates shared responsibility among all project stakeholders. The facilitator role is mostly used when dealing
with beneficiaries, since the project manager doesn’t have any form of authority over this group he must provide an
environment of trust where beneficiaries feel comfortable about contributing ideas and provide input to the project
and discover the solutions that can help achieve the projects objectives.
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Coordinator
Controlling is a responsibility to ensure the actions of the project team contribute toward the project goals; the
project manager must establish standards for performance, measure performance and compare it with the established
standards; detect variations and make the necessary corrections. This responsibility ensures that the project is on
track.
Management Skills
The evolution of development projects has changed the skills required of project managers. Not long ago the
emphasis was placed on technical skills and project managers were hired by the experience and proficiency in the
technical area the project was involved in. In the last years the nature of development projects has changed
considerably, projects are not just one-dimensional approaches focused on a single solution. Today’s’ development
project use multi-dimensional methods that include different approaches; these may include rights based, gender,
and partnership. Project teams involve more and more stakeholders, and behavioral skills are becoming equally
important as technical skills are. In this new time, to be an effective project manager, may require having an
understanding of general management rather than being a technical expert. Projects are becoming more complex that
it is simply no longer possible for the project manager to remain a technical expert in all aspects of the project.
Project managers need to spend more of their time planning, organizing, directing and controlling the project rather
than providing only technical direction. Project management is both a science and an art; it’s a science
Because it requires the use of quantitative analysis such as charts, graphs, financial data; and an art because it deals
with qualitative analysis such as negotiating, conflict resolution, political, interpersonal and organizational factors.
In order to perform the functions of management and to assume multiple roles, project managers must be skilled in
both the science and the art of project management. There are five managerial skills that are essential to successful
management: process, problem solving, negotiating and conceptual skills
Process Skills
The project manager must have skills to use management techniques, procedures and tools. She must know how to
interpret a budget report, know how to read a statistical analysis of a project baseline data, and understand the
correct application of the different management methodologies. In addition to the above the project manager is
expected to have skills in the effective use of information and communication technology to help her be more
effective in her work. Process skills are related to working with processes and tools. They refer to using specialized
knowledge and experience related to project management and the specific methodologies of the project for
implementing project activities. These skills are necessary to communicate effectively with the project team, to
assess risks, and to make trade-offs between budget, schedule, scope and quality issues. Since project managers do
not do the actual work of the project, they do not need the same technical skill level as the people performing the
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work. This is not to say that the project manager doesn’t need a level of technical expertise, the more expertise the
project manager has in the process area of the project, the greater his effectiveness in managing the project. Process
expertise is essential to identify potential problems and increases the ability of the project manager to integrate all
aspects of the project. The project manager must maintain a general perspective and not let her technical competence
lead to micro-managing or do the project work. She must concentrate on managing the project, letting the project
team members perform the technical work and limit her technical involvement to evaluating the work of the team.
Problem Solving Skills
All projects are prone to encounter problems, problems that were not identified in the risk or scope definition of the
project and that needs to be managed accordingly. Problem solving requires a good definition of the problem that is
detected early enough to allow time to respond. In many cases the original problem is a symptom or a larger
problem. Problem solving skills make use of different techniques, and by using these techniques the project manager
can start to tackle problems which might otherwise seem huge, overwhelming and excessively complex. Techniques
such as breaking problems down into manageable parts, identifying root causes of problems, analyzing strengths,
weaknesses, opportunities & threats, must be mastered in order to solve problems. Additionally the project manager
needs synthesis and analysis thinking skills. A project manager must be able to synthesize information—collecting
and arrange disparate information into a meaningful whole. A project manager must be able to see patterns in
information and derive meaning from distinct pieces of data. Analysis is the skill of breaking a whole into
component parts, much like decomposing work into a work breakdown structure (WBS.)
Negotiation Skills
Project managers spend a large portion of their time negotiating for resources, equipment or other support, and if
they do not have strong negotiating skills, their chances of being successful are greatly reduced. A large part of
negotiation takes place within the organization to get the resources the project needs, resources that are being
requested by other project managers. Negotiation is the process of obtaining mutually acceptable agreements with
individuals or groups. Depending on the projects structure and the level of authorization the project managers has to
negotiate on behalf of the organization. Negotiation usually include making trade-offs when stakeholders request
changes or modifications to the project and its resources; negotiation also includes dealing with vendors or
consultants who are bidding for a specific good or service, this area may require the assistance of specialized staff
such as representatives from legal or the procurement department. Negotiation skills also come handy when dealing
with project beneficiaries and building agreements that will benefit both the project and the beneficiaries.
Beneficiaries have in many instances other priorities and participating in the project activities may not be a main
priority. The project manager must be able to find the best approach to develop common understanding and align the
interest of the beneficiaries with those of the project.
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Conceptual Skills
Conceptual skills is the ability to coordinate and integrate all the projects efforts, it requires for the project manager
to see the project as a whole and not just the sum of its parts, ability to understand how all the parts relate and
depend on one another. This skill is useful for its ability to anticipate how a change on one part of the project will
affect the entire project. The bigger and more complex is the project, the larger is the need for this type of skill. This
skill helps the project manager keep a clear vision of the ultimate goal of the project and understand its relationships
and dependencies with the project’s environment. Conceptual skills refer to the ability to see the "big picture."
Project managers with good conceptual skills are well aware of how various elements of the project environment or
ecosystem interrelate and influence one another. They understand relationships between projects, the development
organization, the donor organization, the beneficiaries and its environment, and how changes in one part of the
environment affect the project. Conceptual skills are necessary to appropriately deal with project politics and to
acquire adequate support from top management.
Interpersonal Skills
Although technical expertise is important, project managers do not need to be expert in the project’s technical area.
In fact, it is better that the project manager be a generalist rather than an expert. The reason is that experts tend to be
very narrow in their views. Experts leading a project are less likely to consider any other view than their own. The
tendency is for experts to believe their solution is the right one, and therefore the only choice. A generalist, on the
other hand, is far more open to the views and suggestions of the team members. On balance, the results of projects
led by a generalist tend to yield much better deliverables than a comparable project led by an expert in one technical
area. The most proficient project management skills in the world will not compensate for a procedural blunder
caused by not understanding the company culture, policies, personalities, or politics. The project manager negotiates
with many people and needs to know their personalities, needs, and desires. The more he knows about the
organization, the better equipped that manager is to maneuver around pitfalls and get what is needed for the project.
Every organization has a unique culture and individual divisions within an organization often have their own
personalities. Understanding these cultures and personalities can help a project manager be more successful.
Interpersonal skills require understanding people, their attitudes, and human dynamics. They represent the ability of
a project manager to work effectively as a project team leader and to build cooperative effort with the project
members and all other groups with which the project team interacts. They are most critical for effective performance
in a project environment. Major interpersonal skills include: communication, team building, coaching, motivating,
training, directing, persuading/influencing, negotiating, and supporting those involved in the project. The project
manager must be sensible to the cultural differences when dealing with diverse people and their opinions, values,
and attitudes. This is particularly true for the international projects that consist of the people of diverse cultures.
Good interpersonal abilities build trust and confidence between members of the project team and help create good
relations and a good working environment. The important interpersonal abilities required to handle projects are
leadership; communication, behavior and negotiation:
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Leadership Skills
Leadership skills are essential for project managers because project managers must influence the behavior of others.
Project managers require leadership skills for the simple reason that they accomplish their work through people.
Leadership is the predominant contributor to the success of the project manager.
In small projects, good leadership can succeed even in a climate of otherwise unskilled management. This skill gives
the project manager the ability to articulate a clear vision and provide direction.
Communication Skills
The second most important skill, and the one in which they will spend most of their time during the life of the
project. Good communications skills include verbal and non verbal communications that enables a project manager
to convey project information in a way that it is received and understood by all project stakeholders. This skill is
important in any endeavor but is absolutely crucial in project management. It has been estimated that project
managers spend 80 percent of their time just communicating: with the project team, the customer, functional
managers, and upper management. Communication is only successful when both the sender and the receiver
understand the same information as a result of the communication. By successfully getting the message across, you
convey your thoughts and ideas effectively. When not successful, the thoughts and ideas that are sent do not
necessarily reflect what is intended, causing a communications breakdown and creating roadblocks that stand in the
way of the project goals.
Behavioral Skills
Behavioral skills are the skills that give the project manager the ability to work with people, and the ability to
motivate people involved in the project. Behavioral skills are also known as people skills and these skills are needed
in development projects due to the large and varied number of people the project interfaces with.
Behavioral or people skills, it’s the ability to build cooperation between the project team, other project stakeholders,
and the project organization. These skills require an understanding of the perceptions and attitudes, which help
improve the morale of individuals and groups.
Influence and Power of the Project Manager
Project managers are vested authority on the project by the organization, the authority provides a level of influence
on the project and its members and the project manager can use to establish its power. Power is the ability to
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influence the behavior of the project team to do the things they will not normally do. A project manager can use five
different types of power.
Coercive power
Is a negative approach to power, it uses some form of punishment or penalty treat to get people to do things. A
project manager can threaten to fire a team member if they don’t follow a specific assignment or change a behavior.
This approach is usually used as a last resort when all other forms of influence have failed and should be done in
coordination with the organizations management and never used as the only influence factor due to its negative
impact on the team’s motivation.
Reward power
Involves the use of incentives such as money, status, promotions, official recognition or special work assignments;
these are used as a reward to get some desired behavior or assignment. The project manager can use these type of
incentive based on the resources available to the project and polices of the organization.
Expert power
Is the use of personal expertise to influence the team to follow directions. If the team recognizes the project manager
as a relevant expertise and has demonstrated this knowledge, then they will be more likely follow the project
manager’s directions or suggestions on how work must be done.
Legitimate power
Is based on authority, and uses the power vested on the project manager by the organization to make decisions
without involving the project team. Excessive use of this type of power can lead to project failure, the role and
position plus the support given by management to the project manager are part of this part of type of power
Referent power
Is based on the personal charisma of the project manager, it is based on the leadership qualities of the project
manager and how she has built a good level of trust with the team. This is a type of power that must be earned
before it is used and it’s the best type of power to influence the team.
Placing roles, responsibilities and skills together
Project managers are expected to accomplish project objectives by using their knowledge, skills, and practical
experience. During the project management process, they have to use a combination of their roles (integrator,
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communicator, and leader) and skills (management and interpersonal). All these roles and skills are equally
important in managing a project successfully. Successful project managers are expected to and must play any one, or
a combination of these roles, depending upon the situation and the phase of the project life cycle. Project managers
should place relatively more emphasis on their role as leaders during the initiation phase, as integrators during the
planning phase, as managers during the implementation phase, and as administrators during the closing phase.
However, it should be recognized that although these roles have some of their own distinct characteristics, there are
also some characteristics that are common and overlapping. Effective project managers should be able to tailor their
roles to the size, complexity, and environment of the project; cultural diversity of the people and overall
organizational culture; and the circumstances surrounding the project management.
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Organizational study
Introduction
SHAN CONSTRUCTION COMPANY has come a long way since our humble start in 2001.Such phenomenal
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expansion in such a short time period has been achieved through hard work, devotion to the cause and sincerity to
the organization by our work force and management .in FY 2001-2002 our turnover stood at approximately Rs.5
million while in FY 2005-2006 we crossed Rs.250 million. We competed with the biggest names in the business and
our finished works drew praise from our clients on most challenging projects. Their growing confidence in our
abilities can be judged from the list of works accomplished so far.
Right now Shan construction company is actively engaged in major projects in Punjab, sindh and Balochistan with
diverse nature projects including ,optical fiber laying, civil woks, GSM turnkey projects. Town development works,
major engineering works like building of spillways and much more. We believe in quality work, always to the
satisfaction of our patrons and expect our dedicated work force to achieve even higher levels of excellence,
exemplary quality of work and maximum output through flexible planning and efficient management. Our on –
going projects including lying of optical fiber link (wateen longhaul) from Karachi to rahim yar khan. Construction
works on akra dam (GWADAR) major drainage works in korangi area and DHA in Karachi and laying of broad
band internet network in Islamabad.
We have recently completed warid network GSM in Multan region as well as CDMA project in the same area.
Handling and management of such diverse works speaks itself of competent organization and skilful management
that we possess.
With a voluminous experience and immaculate track record, we are consistently rendering world class services in
the domain of technical management, planners and engineering services.
So far we have worked with many corporate societies and leading architects and have successfully completed small
as well as big projects. We always strive to offer the best of our services to our customers with a commitment to
deliver value for every rupee they invest.
VISION
" SHAN CONSTRUCTION COMPANY has a vision to broaden its activity base to diversify into other
infrastructure disciplines and achieve a healthy growth rate. The Company has established its ability to deliver
quality jobs within budget and schedule."
Construction services
THE COMPANY IS ENGAGED IN DIVERSE RANGE OF CONSTRUCTION RELATED ACTIVITIES ON A NATION WIDE
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Lying of fiber optical cables
Industrial Construction, Residential Construction, Institutional (time bound challenging) Civil
Constructions with professional planning and management.
Civil, Building, Structural Construction and Roadwork.
Residential, Mass Housing, Construction Work
Maintenance of Telecom Network.
laying Internet Networks
Building of spillways
Estimating and tendering services for sites anywhere in PAKISTAN on percentage basis.
Project planning, technical supervision and management of time bound projects on percentage basis.
Affiliated
The company is listed as contractors with the following organizations.
Pakistan Telecom Corporation
National Telecom Corporation Ltd. (NTC)
National Highway Authority (NHA)
Kestral Logistic
I.J.M Gulf Limited
Zhongxing Telecom Pak. Ltd. (ZTE)
Huawei Technologies Limited
National Logistic Cell (NLC)
China Harbour (Pvt) Limited
E.R.R.A.
Oil and Gas Development Corporation (OGDC)
Frontier Works Organizations (FWO)
C.W.O.
Multinet (Pvt) Limited
NAYATel (Pvt) Limited
Completed Projects
Name of Project Job Descriptions Client Contractor Cost Duration
Gulashan-a-Johar BT Project UG Cable Laying PTCL/ZTE 7 MILLION20002001
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Laying of Optical Fiber Cable Gujrat-Gujranwala
Optical Fiber Laying PTCL 4 MILLION20032004
Laying of Optical Fiber Cable (DEFCOM) along coastal High way Maripur to Busy top 370 KM
OSP and Allied Civil Works
NLC/ZTE 50 MILLION 2004
PTCL WLL CDMA Project Rawalpindi/Islamabad Region
17 Sites Civil Works PTCL/ZTE 6.5 MILLION 2005
Wand GSM Project Multan Region
25 sites Turnkey Warid/Huawei 37 MILLION 2005
PTCL CDMA Project Multan Region
6 sites Turnkey PTCL/Huawei 5 MILLION 2006
Optical fiber Access Network Rawalpindi/ Islamabad (OFAN)
OFC PTCL/ZTE 30 MILLION20052006
Optical Fiberacces Network (OFAN) Multan
OFC PTCL/ZTE 5 MILLION20052006
Makran Coastal Highway Optical Fiber Project
OFC ZTE 20 MILLION 2005
Optical Fiber Access Network (OFAN) Karachi
OFC PTCL/Huawei 7 MILLION20052006
Wateen longhaul Project Mandi Baha Ud Din_ Sargodha
OFC Wateen/FWO 7.5 MILLION20052006
DVCOM Islamabad OFC DVCOM/Huawei 2.4 MILLION 2006Wateen longhaul Project, Karachi to Rahimyar Khan 600kms
Optical Fiber laying (OSP)
Wateen/FWO 95 MILLION 2006
Storm water RCC Drains, Beach Avenue DHA Karachi and construction of culverts
Civil DHA/FWO 22 MILLION 2006
Current Projects
Name of Project Job Descriptions Client Contractor Completion
FWO CP Project 450 KMs Laying of OFC FWO CP 2014
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NayaTel HEC Metrolink Phase-II
Laying of OFC in Rawalpindi/Islamabad Approx 300 KMs
NayaTel 2013
Makran Coastal HighwayConstruction of Culverts from Gwadar to Jiwani
NHA / FWO 2014
Commercial Avenue DHA Karachi
Laying of Drainage & Sewerage Lines
DHA Karachi, FWO 2012
Swot analysis
Strength
Highly professional team with years of experience
Well organized and comprehensive set up
Immaculate track record
Highly creative and cost effective
Good structured national network facilitates the boom of construction industry.
. Sufficient availability of raw material and natural resources in the country is supportive
for the industry.
Weakness
Chances of Natural disadvantage are there.
Distance between construction projects reduces business efficiency.
Training itself has become a challenge.
Changing skills requirements and an ageing workforce may accentuate the skills gap.
Improve in long-term career prospects is highly required to encourage staff retention and new entrants.
External allocation of large contracts becomes difficult.
Lack of clearly define processes and procedures for construction and its management.
Huge amount of money need to be invested in this industry and
Opportunities
Continuous private sector housing boom will create more construction opportunities.
Public sector projects through Public Private Partnerships will bring further opportunities.
Developing supply chain through involvement in large projects is likely to enhance the chances in
construction.
Renewable energy projects will offer opportunities to develop skills and capacity in new markets.
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More flexible training delivery techniques are now available.
Financial supports like loan and insurance and growth in income of people is in support of construction
industry. .
Remote areas in the country are easily accessible and plenty of land is available in the country
Threats
Our construction industry suffers from capacity constraints, lack of trained manpower and managerial skills
with performance much below international level.
The industry is starved of finance.
Small and medium contractors do not have the wherewithal to upgrade their capability, both hard and soft,
to undertake high value time bound projects.
Quality, safety, environment and social aspects are also not being addressed appropriately
Conclusion
Rarely has a professional field evolved as rapidly as project management. It is totally different
from what it was even 10 years ago. The struggle to stay abreast of new and rapidly evolving
technologies, to deal with accumulated development and maintenance backlogs, and to cope with
people issues has become a treadmill race as software groups work hard just to stay in place. A
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key goal of disciplined project managers is to avoid the surprises that can occur when these
surprises almost always lead to bad news: canceled projects, late delivery, cost overruns,
dissatisfied customers, outsourcing, termination, and unemployment. Indeed, we need to develop
management by surprise (MBS) as a project management technique.
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