ch02 M.pptx

Project Management in Practice ISV Fourth Edition

Prepared byScott M. Shafer,

Updated by William E. Matthews and

Thomas G. Roberts, William Paterson University

Copyright 2011 John Wiley & Sons, Inc.

2-1

Mantel, Meredith, Shafer, and Sutton

John Wiley and Sons, Inc.

Project Manager’s Roles


2-2

Manager-as-facilitator versus manager as supervisor

Use of a systems approach as opposed to an analytical approach• sub-optimization

Avoid micromanagementmicromanagement is a management style whereby a

manager closely observes or controls the work of subordinates or employees. Micromanagement generally has a negative implication

Communicate … ensure that project team members have appropriate knowledge and resources

Supervisor

An employee is a supervisor if he has the power and authority to do the following actions:Give instructions and/or orders to subordinates.Be held responsible for the work and actions of other

employees. If an employee cannot do the above, legally he or she is

probably not a supervisor, but in some other category, such as lead hand.

A supervisor is first and foremost an overseer whose main responsibility is to ensure that a group of subordinates get out the assigned amount of production, when they are supposed to do it and within acceptable levels of quality, costs and safety.


2-3

Supervisor..

A supervisor is responsible for the productivity and actions of a small group of employees. The supervisor has several manager-like roles, responsibilities, and powers. Two of the key differences between a supervisor and a manager are (1) the supervisor does not typically have "hire and fire" authority, and (2) the supervisor does not have budget authority.

As a member of management, a supervisor's main job is more concerned with arranging and controlling work rather than performing it directly.


2-4

Facilitator


2-5

• The facilitator's job is to support everyone to do their best thinking and practice. To do this, the facilitator encourages full participation, promotes mutual understanding and promotes shared responsibility. By supporting everyone to do their best thinking, a facilitator enables group members to search for inclusive solutions and build sustainable agreements.

• So, facilitators necessarily require authority to chair a meeting.


2-6

Teacher is one whose occupation is to instruct, Supervisor is an administrative officer in charge of a business, government, or school unit or operation, Manager is a person who conducts business or household affairs; a person who directs a team,Facilitator is one that helps to bring about an outcome (as learning, productivity, or communication) by providing indirect or unobtrusive assistance, guidance, or supervision.

Manager as Communicator


2-7

Communication paths between a project’s parties-at-interest

Senior Managemen

t

Project Team

Outside Interested

Parties

ManagerClient

Virtual Project Manager


2-8

Geographically dispersed projects Communication via

• email• web• telephone• video conferencing

Project Manager’s Golden Rule


2-9

“Never let the boss be surprised.”

Project Manager’s Responsibilities to the Project


2-10

Acquiring resources• getting necessary quantity and quality

can be key challengesFighting fires and obstaclesLeadership and making trade-offs

Essential Skills of Project Manager


2-11

Ability to:• negotiate• resolve conflicts• persuade• avoid “irrational optimism”

Characteristics of a Successful Project Manager


2-12

Credibility – he/she is believable• technical credibility• administrative credibility

Sensitivity - politically smart and aware of interpersonal conflict

Leadership, Style, Ethics – able to direct project in an ethical manner

Growing Importance of Multicultural Projects


2-13

Project managers have to be aware of cultural differences between countries

Common practice in one country may be illegal in another

Paying a government official to fast track an approval, leaving out obvious information in a bid, inviting a client to dinner, etc.

Project managers have to be trained to the highest ethical standards

Project Management As A Profession


2-14

Project Management Institute (PMI) is a project-oriented organization with more than 300,000 members worldwide

PMI publishes The Project Management Body of Knowledge (PMBOK)

Factors Increasing The Importance of Projects


2-15

Importance of time-to-market Need for specialized knowledge from a variety of areas

Explosive rate of technological change

Need for responsibility and control

Rapid growth of globalized industry

The Pure Project Organization


2-16

President

Project Manager

ManagerProject A

ManagerProject B

VP MarketingVP

ManufacturingVP

R&D

MarketingManufacturingR&DHuman Resources

MarketingManufacturingR&DHuman Resources

The Pure Project Organization


2-17

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


2-18

President

Manufacturing

Project

Marketing R & DHuman

Resources Finance

The Functional Project Organization


2-19

Advantages• technological depth Drawbacks• lines of communication outside

functional department can be slow• technological breadth (extent or range)

can be missing• project rarely given high priority

Matrix Project Organization


2-20

President

Program Manager

PM1

PM2

PM3

Manufacturing

3

1

0

Marketing

1 ½

4

1/2

Finance

½

¼

3

R&D

4

1 ½

1/2

Human Resources

½

¼

1

Matrix Project Organization


2-21

Advantages• flexibility in way it can interface with parent

organization• strong focus on the project itself• contact with functional groups minimizes “ projectitis:

This occurs when the project manager and the project team develop a strong attachment to the project ”

• ability to manage fundamental trade-offs across several projects

Drawbacks• violation of the unity of command principle• complexity of managing the organization’s full set of

projects• Intra-team conflict “mistakes in redirecting the team

members”

Matrix Team Problems


2-22

The smaller the project, the more likely it is to be organized as a weak (functional) matrix. As a result:

• PM may have no direct reports• his/her ability to communicate directly

with team members will be critical• important to maintain good morale …

since team loyalty may be limited • a project “war room” may be helpful

Causes of Intrateam Conflict


2-23

Life cycle phase … conflicts vary with the different stages of the project

Name-only team … in which individuals work essentially independently

Interpersonal conflict … which tends to impact on the ways groups work together

Mixed Project Organization


2-24

President

Project M

Finance EngineeringProject

ZManufacturi

ng

Project Management Offices


2-25

There can be several different types of PMOs in large firms … with different and sometimes overlapping areas of operations

• CPMO (corporate project management office)• EPMO (enterprise project management office)

Characteristics of Effective Project Team Members


2-26

Team members must be/have:

• technically competent• politically sensitive• problem oriented• goal oriented• high self-esteem (confidence)

Copyright


2-27

Copyright 2011John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work

beyond that permitted in Section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information herein.

Documents

ch02 M.pptx