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1
Kanaka maha lakshmi Thalli
Be bold when you loose and be calm when youBe bold when you loose and be calm when you
win.win.
POMEPOMEPOMEPOMEPOMEPOMEPOMEPOME0707070707070707
"Changing the Face" can change nothing."Changing the Face" can change nothing.
But "Facing the Change" can change everything.But "Facing the Change" can change everything.
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served
KANAKAMAHAL
AKSHMITHALLI
THIS
BOOKISDEDICATED
TOTHEALMIGHTY,WHO
A
LWAYSSH
OWERSHE
RBLESSIN
GSONHER
CHILD
REN.
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_Koppala,AllRightsReserved
P
ROJECTSAND
OPERATIONS
MANA
GEMEN
TEXPOSED
(POME)
PartPROJECTTEAM
ACOLLECTIONAMELIORATEDBY
GAUTAMKOPPALAV.T.
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_Koppala,AllRightsReserved
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2007, POME, Gautam_Koppala, All Rights Reserved
You are the only person who can revolutionise your life.
You are the only person who can influence your happiness,
your realisation and your success.You are the only person who can help yourself.
Your life does not change, when your boss changes,
when your friends change, when your parents change,
when your partner changes, when your company changes.Your life changes when YOU change,
when you go beyond your limiting beliefs,
when you realize that you are the only one responsible for your life.
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_Koppala,AllRightsReserved
Copyright2007POME
Allrightsres
erved.Nopartofthis
productmayberepr
oducedorutilizedinanyform
orbyanym
eans,
electronicor
mechanical,including
photocopy,recording,broadcasting,orbyanyinformationstorageor
retrievalsystem,withoutpermissioninwritingfrom
theauthorGautam
Koppala.
Allknowledg
einPOMEbookisservicemarksand/ortrademarksoftheauthorGautam
Koppala.
Exceptasotherwisespecified,nam
es,marks,logosandthelikeusedinthe
educational/teaching
content
ofthesemat
erialsareintendedto
be,andtothebesto
fLicensors[Gautam
Koppalas]knowledgeand
beliefare,fic
titious.Noneofthen
ames,marks,orlogo
susedhereinisinten
dedtodepictanypastor
presentindiv
idualorentity,oranytrademark,servicemark,orotherprotectablemarkofanyind
ividualor
entity.Anylikeness,similarityorsamenessbetweenan
yname,mark,orlog
ousedhereinbyLice
nsorand
thename,m
ark,orlogoofanyindividualorentity,pas
torpresent,ismerelycoincidentaland
unintentional.Anysuchnames,m
arks,andlogosused
intheeducational/teachingcontentofthese
materialsare
usedonlytoprovide
examplesforpurpos
esofteachingtheeducationalcontentofthe
materials,an
dareinnowayinten
dedtobeusedinanytrademarksenseor
manner.
Thenameso
factualpastorprese
ntindividuals,entities,trademarks,servicemarks,logosandth
elike
(otherthanthoseofLicensorused
intheeducational/te
achingcontentofthe
sematerialsareusedonlyto
provideexam
ples(includinginsomeinstancesactualcasestudiesbaseduponfactualeventsor
circumstance
sinvolvingtheindividuals,entities,marks
,orlogos)forpurpos
esofteachingtheeducational
contentofth
ematerials.Anysuch
names,marks,andlogosusedintheedu
cational/teachingcon
tentof
thesematerialsareintendedandusedsolelyforthepu
rposeofprovidingex
amplesandcasestud
ies,and
areinnowayintendedtobeused
inanytrademarksenseormanner.
VITA:FROMTHEAUTHOR:
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_Koppala,AllRightsReserved
Academically
,Iam
acum
laudegraduatewithaBachelorofTechnologydeg
reeinElectricaland
ElectronicsE
ngineering(B-TechE.E.E.)andapostgrad
uateinMastersinHu
manResourcesMana
gement
(M.H.R.M.)a
ndMastersofForeign
Trade(M.F.T.),allfr
omIndia.
MyengineeringcompletedinaremotevillageinIndia,
Srikakulam,anditsb
eenalongjourneyfr
om
there,andjo
urneystillcontinues
.Ifeelthisbookdem
onstratesmyabilityt
omaintaindedication
,
motivationandenthusiasm
forap
rojectmanagementoveralongperiodoftime.Ibelievethatin
combination
withmyextensivebroad-basedoperations
workexperiencealongwithmydrive,
resourcefulnessanddetermination
wouldmakethisbook,anexcellentopportunityforany
juvenile/experiencedoneinProjectsindustry.
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_Koppala,AllRightsReserved
Istartedmy
careerasasmalltim
eengineerandgradu
allystilldevelopingin
theOperationsDom
ain.
WithovernineyearsofProfession
alExperience,am
aw
ell-roundedfunctionalManagerwithexcellent,
documented
recordofaccomplishmentandsuccessint
heelectronicSecurity
andBuildingSystem
s
TechnologyF
ield.
Thereasonb
ehindwritingthisbook,isthatwhenam
n
ewtothisfield,Idon
thaveanyonetosay,what
isallabouttheprojects,whattod
o,andwhentodo?H
ence,thedetailedinformationthatIgaine
d
throughtheages,thoughttoputinanorderlyfashion,
sothatitwouldbevitallymilkedbyfuture
successfulm
anagers,avoidingthe
timelags.
Highlightsof
mybackgroundinclu
deSupplychain,Com
mercialwithamagnificentexperienceinP
roject
andOperatio
nsmanagement,technicallyorientedtowa
rdsAutomationandS
ecuritySystemsinIn
dustrial
andBuilding
sectors.
Mysuccessinthepasthasstemm
edfrom
mystrongco
mmitmentandsense
ofprofessionalism.I
keep
highstandardsformyworkandam
knownformypersistentnatureandabilitytofollowthrough.
Ifthisbookf
acilitatesyouingettingadjustedandgrow
inthisdomain.Iwou
ldfeelreallysuccess
ful.
GAUTAMKOPPALAVT
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_Koppala,AllRightsReserved
POMEContents
StaffingMa
nagementPlan........................................................................................................14
Thestaffingenvironment.........................................................................................................41
PERFORMA
NCEMEASUREMENTPLAN.......................................................................................50
ProjectSta
keholders................................................................................................................71
KeyPerson
nelinProjects:........................................................................................................77
ClientType
sandRelations:......................................................................................................97
ProgramManagers.................................................................................................................104
WhyaProjectManager?.........................................................................................................113
SelectingtheProjectManager:anexecutivedecision............................................................128
Theprojectmanagerlineman
agerinterface.........................................................................134
Thefunctio
nalmanager'srole
..............................
..............................
..............................
......139
Organizing
SuccessfulProject
Teams.....................................................................................147
Selectingthewrongprojectm
anager.....................................................................................160
Barriersto
projectteamdevelopment....................................................................................166
ProjectManagerCapabilityAssessment:................................................................................174
SomethoughtsonProjectlead
ership.....................................................................................226
MatchingP
rojectNeedsandResponsibilities..........................................................................237
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_Koppala,AllRightsReserved
1.Lo
sthisjob
2.Go
tdefeatedforleg
islature
3.Startedbusinessan
dfailed
4.Wifediedofafataldisease
5.Ex
periencednervou
sbreakdown
6.Co
ntestedinelectio
nforspeakerinlegislatureandlost
7.Triedfornominationinapoliticalpartyandlost
8.Ap
pliedforpostoflandofficerandd
idntgetit
9.Co
ntestedforsenateandlost
10.Co
ntestedforvicepresidentandlost
11.Ag
aincontestedforsenateandlost
AN
DTWOYEARSL
ATER..
ABRAHAM
LINCOLN
GOTELE
CTEDASPRESID
ENTOFAMERIC
A
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_Koppala,AllRightsRes
erved
STAF
FING
MANAG
EMENT
PLAN
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_Koppala,AllRightsRes
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Staffing
ManagementPlan
Goodemploy
eescanbeyourgrea
testassetforyourProjects,sorecruitinga
ndretainingtheright
person
isveryimpor
tant.Hence,POMEgivesthefirstandforemostprioritytomanPowerwhencomparedto
Machinery,M
oneyandMaterial.
Youandyouremployeeshavecertainobligationstoeac
hotherundercommonlaw.Youalsohave
obligationsundernationalandstateandterritorylaws,
industrialawardsand
agreements,tribuna
l
decisionsand
contractsofemployment.
Notethatsom
epeopledistinguish
adifferencebetween
HRM(amajormanagementactivity)andHRD
(HumanReso
urceDevelopment,a
profession).ThosepeoplemightincludeH
RMinHRD,explainin
gthat
HRDincludes
thebroaderrangeofactivitiestodevelop
personnelinsideofProjects,including,eg,
career
development
,training,organizatio
ndevelopment,etc.
Successfulpr
ojectmanagement,r
egardlessoftheorganizationalstructure,isonlyasgoodasthe
individualsandleaderswhoaremanagingthekeyfunctions.Projectmanage
mentisnotaone-person
operation;it
requiresagroupofin
dividualsdedicatedtotheachievementof
aspecificgoal.Project
management
includes:
Aprojectmanager
Anassistantprojectmanag
er
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Aproject(home)office
Aprojectteam
Generally,pr
ojectofficepersonnelareassignedfull-tim
etotheprojectandw
orkoutoftheprojec
toffice,
whereasthe
projectteam
membersworkoutofthefun
ctionalunitsandmay
spendonlyasmall
percentageo
ftheirtimeontheproject.Normally,proje
ctofficepersonnelre
portdirectlytothepr
oject
manager,buttheymaystillbesolidtotheirlinefunctio
njustforadministrat
ivecontrol.Aproject
office
usuallyisnotrequiredonsmallprojects,andsometime
stheprojectcanbea
ccomplishedbyjustone
personwhom
ayfillalloftheprojectofficepositions.
Beforethestaffingfunctionbegins
,fivebasicquestions
areusuallyconsidere
d:
What
aretherequirements
foranindividualtob
ecomeasuccessfulprojectmanager?
Whos
houldbeamembero
ftheprojectteam?
Whos
houldbeamembero
ftheprojectoffice?
What
problemscanoccurd
uringrecruitingactivities?
What
canhappendownstre
amtocausetheloss
ofkeyteam
members?
Mechanisms
forSustainingOrganizationalCulture
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Onthesurface,thesequestionsm
aynotseem
especiallycomplex.Butwhen
weapplythem
toap
roject
environment
(whichisbydefinitiona"temporary"situation)whereaconstan
tstream
ofprojectsis
necessaryforcorporategrowth,th
estaffingproblemsb
ecomecomplex,espe
ciallyiftheorganizat
ionis
understaffed.
Thereisalon
g-standingargumentaboutwhereHR-rela
tedfunctionsshouldbeorganizedintolarg
e
organizations
,eg,"shouldHRbeintheOrganizationDe
velopmentdepartmentortheotherway
around?"
TheHRMfunctionandHRDprofessionhaveundergonetremendouschangeo
verthepast20-30years.
Manyyearsa
go,largeorganizationslookedtothe"Pers
onnelDepartment,"m
ostlytomanagethe
paperworkar
oundhiringandpayingpeople.Morerecen
tly,organizationscon
siderthe"HRDepart
ment"
asplayingamajorroleinstaffing,
trainingandhelping
tomanagepeopleso
thatpeopleandthe
organization
areperformingatma
ximum
capabilityina
highlyfulfillingmann
er.
Hiringpeop
le
Ifyouwanttohiresomeoneforyo
urProject,youneed
todecideontheirem
ploymentstatusand
findout
whatrequirementsthereareforeachstatus.Thereare
alsoanumberofobligationsandlawsthatyou
needtobeawareofwhenhiringp
eople.
POMELight
erVein:
Recruitmen
t
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Ifyouneedtoemploysomeone,considerwhatyouwan
ttheemployeetodo
andwhatskillsyour
equire.
Alsoconsider
theemploymentcon
ditions,levelofpaya
ndothercostsofemployment,includingth
e
physicalacco
mmodationofthewo
rker.
Prepareajob
descriptionthatdefinestheresponsibilitie
sandfunctionsofajob.Thiswillhelpyou
identify
theknowledg
e,experienceandskillsrequiredforthejo
b.
Whenyouad
vertiseajobrememb
erthat,bylaw,youm
ustnotusediscriminatorylanguagethatmay
excludepotentialemployeesonthebasisofrace,age,sex,maritalstatus,fa
milystatusorrespon
sibility,
pregnancy,religiousandpoliticalb
eliefs,disability,genderhistoryorsexualorientation.
Yourrecruitm
entprocesswillrunmoresmoothlyifyou
knowhowto:
advertise
interview
select
therightapplicant
drawupanddocumentafo
rmalofferofemploym
ent.
StaffingMa
nagementInclude:
Overv
iewsofHumanResou
rcerequirement
Gettin
gtheBestEmployees
PayingEmployees(andPro
vidingBenefits)with
inthebudget
TrainingEmployees
EnsuringCompliancetoRegulations
EnsuringSafeWorkEnvironments
SustainingHigh-Performing
Employees
Gettingthe
BestEmployees
Workf
orceplanning
Specif
yingJobsandRoles
Recruiting
Outsourcing(havingservicesandfunctionsperfo
rmedbynon-employ
ees)
ScreeningApplicants
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Select
ing(Hiring)NewEmp
loyees
PayingEmp
loyees(andProvidingBenefits)
BenefitsandCompensation
TrainingEm
ployees
CareerDevelopment
Emplo
yeeOrientation
LeadershipDevelopment
Manag
ementDevelopment
PersonalDevelopment
SupervisoralDevelopment
TrainingandDevelopment
EnsuringCo
mpliancetoRegulations
PersonnelPolicesandRecords
Emplo
yeeLaws,Topicsand
Issues
Ethics
EnsuringSa
feWorkEnvironme
nts
Divers
ityManagement
Dealin
gwithDrugsintheW
orkplace
Emplo
yeeAssistancePrograms
Ergonomics:SafeFacilities
intheWorkplace
Dealin
gwithHIV/AIDSinth
eWorkplace
PersonalWellness
PreventingViolenceintheWorkplace
EnsuringSafetyintheWorkplace
Suppo
rtingSpiritualityinth
eWorkplace
Divers
ityManagement
SustainingHigh-PerformingEm
ployees
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Emplo
yeePerformanceMan
agement
Group
PerformanceManage
ment
Interp
ersonalSkills
Person
alProductivity
Retain
ingEmployees
GeneralResources
AdditionalInformationforN
onprofits
HRsoftware,tobeapartofPMIS
Fig:Creatin
gaHigh-PerformanceProjectTeam
POMELight
erVein:
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erved
Taxation-D
eterminethestatu
sofworkers
Thepeoplew
orkinginyourbusinesscanfallunderarangeofcategoriesofe
mployment.Eachhas
adifferentse
tofobligationsforyo
u,theemployer,and
thepeoplewhowork
foryou.The
categoriesare:
Full-timeemployees
Part-timeemployees
Casua
lemployees
Probationaryemployees
Fixedterm
employees.
Itsimportanttoclearlydistinguish
ifyourworkersareemployeesorindepen
dentcontractors,so
thatyoucan
properlydetermineth
ewagesandotheremploymentconditions
ofyourworkers.
Hiringappre
ntices&trainees
Takingonapprenticesandtraineescanproviderealben
efitsforyourbusines
s.Yournewapprentice
ortraineecan
contributesignifican
tlytoyourbottom
lin
e,withpracticalskills
andknowledge
acquiredthro
ughtheirtraining.
Apprenticeshipsareavailableinov
er500occupationsin
abroadrangeofind
ustries,from
traditionaltra
deslikecabinetmaker,motormechanic,e
lectricianandplumbe
r,toareasof
innovationlik
eelectro-technology
andaviation.
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Findingthe
Persons:
Findingthepersonwiththerightq
ualificationsisnotan
easytaskbecauseth
eselectionofproject
managersisbasedmoreonperson
alcharacteristicstha
nonthejobdescripti
on.In
thebelowSec
tion,a
briefoutlineo
fdesiredcharacteristicswaspresented.RussellArchibalddefinesabroaderrangeof
desired
personalchar
acteristics:
Flexibilityandadaptability
Preferenceforsignificantin
itiativeandleadership
Aggressiveness,confidence,persuasiveness,verbalfluency
Ambition,activity,forcefuln
ess
Effectivenessasacommunicatorandintegrator
Broad
scopeofpersonalinterests
Poise,
enthusiasm,imagination,spontaneity
Abletobalancetechnicalso
lutionswithtime,cos
t,andhumanfactors
Wello
rganizedanddisciplin
ed
Ageneralistratherthanas
pecialist
Ablea
ndwillingtodevotem
ostofhistimetopla
nningandcontrolling
Abletoidentifyproblems
Willing
tomakedecisions
Abletomaintainproperbalanceintheuseoftim
e
Thisidealpro
jectmanagerwouldp
robablyhavedoctora
tesinengineering,business,andpsycholo
gy,and
experiencewithtendifferentcomp
aniesinavarietyofprojectofficepositions,andwouldbeabout
twenty-fiveyearsold.Goodprojec
tmanagersinindustr
ytodaywouldprobab
lybeluckytohave7
0to80
percentofthesecharacteristics.Th
ebestprojectmanag
ersarewillingandabletoidentifytheirow
n
shortcomings
andknowwhentoaskforhelp.
ThebelowFig
uresshowthebasicknowledgeandresponsibilitiesthatconstru
ctionprojectmanage
rs
shouldpossess.Theapprenticeshipprogram
fortraining
constructionproject
managerscouldeasilybeten
years.
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Fig
ure:Projectmanagem
entresponsibilities.
Figure:McKeepro
jectservices.
Thedifficulty
instaffing,especially
forprojectmanagers
orassistantprojectmanagers,isindetermining
whatquestionstoaskduringaninterviewtoseeifanin
dividualhasthenece
ssaryordesired
characteristic
s.Individualsmaybe
qualifiedtobepromotedverticallybutnothorizontally.Anindividual
withpoorcom
municationskillsand
interpersonalskillsc
anbepromotedtoa
linemanagementslot
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becauseofhistechnicalexpertise,
butthissameindividualisnotqualifiedforprojectmanagement
promotion.
Oneofthebe
stwaystointerviewistoreadeachelementofthejobdescriptiontothepotentialca
ndidate.
Manyindividu
alswantacareerpat
hinprojectmanagem
entbutaretotallyunawareofwhattheproject
manager'sdu
tiesare.
Equalemploymentopportunity
&anti-discrimination
Harra
ssment&bullying
AsperPOME,
nationalandlocallawsmustcoverequalemploymentopportun
ityandanti-
discrimination
intheworkplace.Allemployersarerequiredbytheselawstoc
reateaworkplacefre
e
from
discriminationandharassmen
t.Itsimportantthat
you,asanemployer,understandyour
rightsandres
ponsibilitiesunderhu
manrightsandanti-discriminationlaw.
Byputtingeffectiveanti-discrimina
tionandanti-harassm
entproceduresinplaceinyourbusiness
youcanimproveproductivityandincreaseefficiency.Th
eHumanRightsCom
missionofthe
respectiveregionshasarangeoff
actsheetsandbrochurestohelpyoudevelopeffectivepolicies
andbestprac
ticeguidelines.
Harassmentisunwelcomeconduct
thathumiliates,offendsorintimidatespeo
ple.
Underanti-discriminationlawanemployer,regardlesso
fsize,maybelegally
responsiblefor
discrimination
andharassmentwhichoccursinthework
place.Employersmustactivelyimplement
precautionary
measurestominimizetheriskofdiscriminationandharassmen
toccurring.
Bullyingisanotherform
ofworkpla
ceharassmentthatm
anyemployersface.
Examplesofbullying
behaviorinclu
deunfairandexcessivecriticism,publicly
insultingvictims,ignoringtheirpointof
view,constan
tlychangingorsettin
gunrealisticworktar
getsandundervaluingtheireffortsatwork
.
Asanemploy
er,youshouldbeawareofthelegalrisksassociatedwithharassmentandbullying
andthesteps
thatcanbetakento
minimizetheirpotentialliability.
POMELighterVein:
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Incentives&support
Grants&assistance
Findingpeoplewiththerightskills
foryourbusinesscan
bedifficult.Haveyouconsideredtakingon
peoplefacing
barrierstoemployment?POMErecommen
dstherespectiveregiongovernmentsto
offersarange
offundingandincen
tiveschemesforbusinessesthatsupportp
eoplewithadisability,
Indigenous,thelongterm
unemplo
yedandthemature-
aged.
Complaints,disputes&employ
eerelations
Allemployers
arerequiredtocreat
eaworkplacethatis
freefrom
discriminationand
harassment.Theseresponsibilities
aresetoutinarangeofstateandfederallawswhichhelp
protectpeoplefrom
unlawfulbehavior.
Thecentral,s
tateandterritorygov
ernmentsprovideem
ployerswithinformationandresourcesto
understandandmeettheirobligati
onsunderthelegislation.
Complaints
&disputeresolutio
n
FairT
rading-Disputere
solution
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Problemsaris
eeverydaybetween
businessesandtheir
employees.Mostproblemsbetween
employersan
demployeesrelateto
issuessuchaswage
s,awardsandagreem
ents,harassmentor
discrimination
.
Whiletherearemanywaystoreso
lveconflicts,mostproblemscanberesolvedthroughsimple
discussionandcommonsensebetw
eentheparties.Inv
irtuallyallinstances,
youshouldatfirst
attempttoresolveadisputethroughdirectdiscussionandnegotiation.
Establishinga
processtoresolvecomplaintsisanimportantpartofyourlega
lresponsibilitiesasan
employer.
POMELighterVein:
Subject:keyPerformanceIndicators
Purpose:Toe
nsurethattheSBUK
eyPerformanceIndic
atorsareestablished
andregularly
reviewedbyt
hepacificmanageme
ntteam.KPIdataisu
sedtomakeorganizationalandresource
adjustmentstomeetoperationalobjectivesandiscomm
unicatedtoallSBUe
mployees.
Scope:Thisp
rocessappliestoallb
usinessperformance
areasincludingFinan
cial,Customerand
employeesatisfaction,Health,Safe
ty,Environmentand
Quality.Thisprocedu
reappliestoallSBU
locations
Step
W
ho
Steps/Notes
2
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1
Leadership
Team
Establishannualkeyperformanceind
icatorsforSBU
baseduponthe
objectivesandtarget
ssetthroughthe
planningandob
jectivessettingproce
ss.
BothquantitativeandqualitativeKPI'sareto
beestablished,thesecouldinc
ludebutare
notlimite
dto:
Financial
Healthandsafety
Environm
ental
Employeesatisfaction
Custome
rsatisfaction
Quality(productivityetc)
Communityopinion
2
Functional
Manager
IdentifyKPImeasurementcriteriaandtargets.
Establish
datagatheringprocessforeach
KPI.
3
Functional
Manager
GatherKPIdata
andanalysemonthly
forthefollowing:-
progress
towardtargets
deteriora
tioninperformance
outstand
ingareasofperforma
nce
Managem
entTeam
reviewrequiredpriorto
releaseofKPIs.
4
Functional
Manager,
representati
ves
AllKPIprogress
dataistobeupdated
monthly.
Business
practicemanagementteam
representativesineachlocatio
nareto
ensurenoticeboardsareupdatedmonthly.
KPIprogr
essistobecommunicatedtoall
employee
sthroughtheestablishedinternal
2 MTTTT
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communicationmethods(i.e.T
eam
Brief/Talk
).
AllKPIsa
retobemaintaineda
nd,where
determinedbytheFunctionalM
anager,
madeava
ilableontheintranet
.TheKPIs
canbeco
mmunicatedviatheTeam
Brief/Talk
.
InternalCommunications
Team
Brief/Talk
TreadLig
htlyIntranetPage
5
Management
Team
AreviewofallK
PItrendsandprogressistobecarriedout
regularlyatthe
PacificManagementT
eam
Meeting
(PACMAN).Reviewsaretobeminuted.
Identifya
ctionsandplanstocorrector
modifybusinessactivitytomaximize
outcomes
andachievetargets
orgoals.
ManPowerWorkSchedule
Objec
tive
ThisformatD
ocumentforusebyg
roupleader/departmentalheadforhuman
resourceplanning.
Benefit
Theoveralljo
bplanofthedepartm
entforthefinancialy
earcanbeseen.
Result
Timeplanfor
thedepartment.
Requirement
Thisdocumen
tcanbefilleduponitsowndependingon
theordersexpectedinthefinancialyear.
Method
2 TTpptP
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Thegrouplea
dersaretoupdateth
isform
oneeverymo
nthorassoonasam
ajorchangeofplanismade.
Theoriginalp
lanforeachpersonin
thedepartmentisto
beindicatedagainst
theprows.Theupd
ated
plancomprisingactualandadjustm
entsbasedontheac
tualstatusistobeen
teredagainstarows.The
prowsaretobeenteredonlyatthetimeofpreparationoftheplan.Thearowsaretobeupdate
devery
imethisform
isupdated.
ProjectTrainingScheduleSampleFormat:
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GAUTAM KOPPALA ORG
Project Management Guidelines
PC: Location:
Course
Name
Date Date Date
p p p
a a a
p p p
a a a
p p p
a A a
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Training
Identifie
d P
Project Time Sheets Sample Format:
GAUTAM
KOPPALA
ORG
Name : GEORGE
Month: MARCH
ACTIVITY WBS 2 2 2 2 2 2 2 2 2 2 3 3 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 ACT.
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ELEMEN
T NO.
0 1 2 3 4 5 6 7 8 9 0 1 0 1 2 3 5 6 7 8 9 TOTAL
PROJECT
0.00
0.00
DRDO-
DEFENSE,
BANGALO
RE
620P-
20151.P
.01
8 7 8 5 9 7 8 8
60.00
0.00
0.00
0.00
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GENERAL
WORK4
LEAVE
Total 8 7 8 5 9 8 8 0 0 8 8 8 8 8 8 8 8 140.00
3 ETaeRIAES
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EmployeeGoals:
TheGoalsfo
reachemployeetob
eassessedontimely
basisinordertoevaluate,baseduponthe
targets
achievedinastipulatedtime,and
accordinglytheincrementsandpromotionswouldbegiventothe
employee.
RatesforS
ervicesofManpow
erPersonnelinthe
Corporate--SampleFormat:
InternalRatesforServicesofMan
powerPersonnel
Effective01/10/2008to30/09/2009inGAUTAMKOPPALAORG
Category
RateinUSD
AssociateEn
gineers
250/-perday
Engineets
300/-perday
SeniorEngin
eers
350/-perday
The
Dailyratesare
based
ona
eighthourday
and
have
been
calculated
on
the
bas
isof
consolidatepersonnelcostto
company.Basedon
thecosttocompan
yconceptpersonnelhave
beenclassifiedintoabovethreecategories.
Thecost
ifworkingonspecifiedprojects,wouldbedeductedbasedu
ponthetimesheets,and
henceth
eproject/operationsmanagermustapprov
ethetimesheetsaccordingly.
Thesera
tesaretobeusedforoffercalculationforallsolutionbusinessw
itheffectfrom
01/06
/08.
OvertimeHoursinexcessof8hoursperday,orw
orkingonholidayswillbechargedat1.5times
thenorm
alworkinghour.It
isessentialthatallTimesheetsarefilledincludingtheove
rtime
content,
soastoreflectthecorrectcostsontheProject.
Allcosts
toProjectswillbechargedonthebasisof
theserateswitheffectfrom
October2008.
Theratesdonotincludedboarding,lodging,travelandlocalconveyance
forwhichseparateestimate
needsto
bemadeforarriving
atcostofservices.
Forassociateengineersfulltim
ewillbechargedba
sedonthetimesheets.forengineersandsenior
engineer
sthetimesheetwillbepreparedonlyforthetimespentphysicallyatsiteandforthe
setwo
categoriestheestimateneeds
tobemadeaccordin
gly.
3 SSGT
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rved
Whilemakinganoffertoanotherinternaldivisiontheinternalratesford
eputationwillbeUSD
400/=
forAssociateEngineerperday
(excltravel,boardin
g,lodgingandconveyance)andUSD6500
/=for
Engineer
andSeniorEngineer(againexcl...)
Whilemakingtheoffertoacu
stomeronlyforserviceoutsidewarranty,thevisitrateofUSD1000/=
perdayplus.Travel,boarding
,lodgingandconveyance)havetobequoted.Servicetaxasap
plicable
willbeadditional.
StaffAllocation:
StaffingManagementPlanIllustationTemplate
GAUTAMK
OPPALAORG
StaffingManagementPlan
ProjectName:
Date:DDMmmm
20yy
ProjectManager:
Approver:signature
ApproverName
andTitle
ThefollowingaresuggestedsectionsfortheStaffingM
anagementPlan
3 PDdItmpwMfoRDpPDrrmATt
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rved
PurposeoftheStaffingManag
ementPlan
Describethe
purposeoftheStaffingManagementPlan
usingthefollowingguidelines.Donotme
rely
escribethe
contentoftheplan,butexplainwhyStaffingManagementisne
cessaryfortheproject.
ttakespeopletorunaproject.TheProjectManagerneedsateam
toproducethedeliverablesa
nd
maintaincon
trolovertheproject.
ProjectTeam
memb
ersneedcertainskillstobecometruly
roductive.
TheProjectManager
needstoascertainwhennewpeoplewillb
erequiredontheprojector
whenexistin
gteam
memberswillbeabletoleave.ThisStaffingManageme
ntplanprovidestheProject
Managerwit
haframeworktoidentifyandjustifyhuma
nresourceneedsand
provideaneffective
work
orcetoacco
mplishtheprojectwork.
RolesandResponsibilities
Describehowthefollowingprojec
tparticipants,ataminimum,perform
intheplanningandexecutionof
rojectcommunications
Project
Sponsor
Project
Manager
Project
Team
Project
Stakeholders
ProjectOrganization
Describeth
eprojectorganization
includingtheprojectteam
andstakeholders.Includetheroles
and
responsibili
tiesoftheteam
mem
bersandstakeholders.AnOBSmaybedevelopedindicatingthe
responsible
personnel,thedepar
tmentorfunctionalarea,thespecificactivitiesofresponsibilityand
mayincludetheassociatedbudg
etallocation.
Anunderstandingoftheorganizationandstakeholder
sisalsoimportantin
communicationsplan
ning.
Thisknowle
dgehelpsidentifythereportingneedsand
communicationsflow
withintheproject.Refer
tothecommunicationsplanfora
mapofthecommu
nicationschannelsontheproject.
36 RAdsePpsUpp
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ResourceR
equirements
Anoutlineoftheresourcerequirementsneededtoexecutetheproject.Inmanycasesitispossibleto
definethisbasedonareasofres
ponsibilityortechnica
lcapability.Identifiedareassuchasengin
eering,
softwarede
velopment,system
e
ngineering,etc.shouldbelistedaswellas
thenecessaryskillse
tsand
expertisere
quiredwithineacharea
ProjectMan
agersresponsiblefor
complexprojectsare
requiredtohavean
extensiveknowledge
of
projectmanagement,includinga
llthedisciplineareas
describedintheProj
ectManagementPlan
,e.g.
schedulem
anagement,riskman
agement,changemanagementetc.
Understand
ingoftheprojectbac
kgroundandrequirem
entsisalsoveryimp
ortant.Allproject
participants
areexpectedtohaveknowledgeoftheG
AUTAMKOPPALAO
RGculture,organizat
ion,
policiesand
procedures.Commu
nicationskills,bothv
erbalandwritten,areimportantinanyproject
37 ebIsspReDaaReDslir
StDp
StDnScwP
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rved
environmen
t.Othersoftskills,s
uchasteam
dynamic
s,negotiationandfac
ilitationareassetsth
atare
beneficialforanyemployee.
tisunders
toodthatresourcesm
aynotmeetallthek
nowledgerequiremen
tspresentedhere.A
s
such,employeetraininghasalso
beencapturedaspartofthisplan,andis
alsoincludedinthep
roject
scope(WBS
)andprojectschedu
le.Employeesareofferedtrainingastheir
skilllevelsandavailability
permit.
esourceS
taffingPlan
Describewhatresourcesarerequiredandwhentheyarerequired.Thissho
uldbegraphicalinna
ture
andindicatethetimephasedres
ourceloading.Thisis
thebasisformanagingresourcesandservesto
assurethat
theprojectisresourceloadedproperly.
esourceC
onstraints
Documentanyknownconstraintsregardingresources
.Constraintsmaybe
projectbased,definin
g
specificrequirementsandlimitat
ionswithintheprojec
tobjectives,ororgan
izationallybased,defining
imitationsorrequirementsoftheorganizationtoadequatelystafftheproje
ctandmeetproject
requiremen
tsandneeds.
taffingRe
ports
Definethereportingfrequencya
ndrequirementsduringexecutionoftheproject.Indicateonat
ime
phasedbasiswhatresourcesare
requiredandwhen.
taffingCo
ntingencyPlans
Describeth
eprocessfordevelop
ingcontingencyplans
,providingalternativesshouldcriticalreso
urces
notbeavailablewhenrequired.
Staffingcha
ngesarecommonto
allprojects.Someof
thesechangescanbeanticipatedandsom
e
cannot.Co
ntingenciesarethereforeimportanttoensurethatprojectdeliverablescanstillbemet
whenstaffingchangesoccur.Co
ntingenciesshouldanswerquestionssuch
as:Whathappensifthe
ProjectMan
agerleaves?Whatifbudgetsarecurtailed?
38 TrSreRE
PO
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Koppala,AllRightsRese
rved
rainingRequirements
Specialized
trainingmaybeidentifiedandrequiredfor
projectteam
membe
rsorstaffing.These
equiremen
tsshouldbedefinedandplannedintotheproject.
ECORDOFAMENDMENTS
Vers
ion
Author
Date
Comments
1.0
7/25/09
Draft1Basedontemplatecreatedfor
StaffingManagemen
t
OMEPres
cribe:
39
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rved
Them
ostselfishonele
tter
Them
ostselfishonele
tter
word...........
word...........
"I"
"I"
Avoid
it.
Avoid
it.
Avoid
it.
Avoid
it.
Avoid
it.
Avoid
it.
Avoid
it.
Avoid
it.
40
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rved
ST
AFFING
ENVI
RONMENT
41Th
To
pro
pro
Two
and
bec
the
ma
On
for
pro
inst
ach
hom
The
sud
fun
per
his
the
Per
pro
gra
can
em
dist
eas
ver
Bec
pol
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hestaffingenvironm
ent
understan
dtheproblemsthatoccurduringstaffing,
wemustfirstinvestigatethecharacteristicsof
ojectmanagement,includingth
eprojectenvironmen
t,theprojectmanage
mentprocess,andth
e
ojectmanager.
omajorkindsofproblemsarerelatedtotheproject
environment:person
nelperformanceprob
lems
dpersonnelpolicyproblems.Pe
rformanceisdifficult
formanyindividualsintheprojectenviron
ment
causeitre
presentsachangein
thewayofdoingbus
iness.Individuals,regardlessofhowcomp
etent
eyare,finditdifficulttoadaptc
ontinuallytoachang
ingsituationinwhich
theyreporttomultip
le
nagers.
theother
hand,manyindividualsthriveontempora
ryassignmentsbecau
seitgivesthem
a"chance
glory."Unfortunately,someem
ployeesmightconsiderthechanceforglo
rymoreimportantth
anthe
oject.Forexample,anemployeemaypaynoattentio
ntotheinstructions
oftheprojectmanagerand
teadperfo
rmthetaskhisownway.Inthissituation,theemployeewants
onlytoberecognizedasan
hieverand
reallydoesnotcare
iftheprojectisasuccessorfailure,aslongashestillhasafunctional
metoretu
rntowherehewillbeidentifiedasanachieverwithgoodideas.
esecondm
ajorperformancepr
oblem
liesintheprojectfunctionalinterface,whereanindividual
ddenlyfindshimselfreportingtotwobosses,thefunctionalmanagerandtheprojectmanager.
Ifthe
ctionalmanagerandtheprojectmanagerareinagr
eementaboutthewo
rktobeaccomplished
,then
rformance
maynotbehampere
d.Butifconflictingdirectionsarereceived,thentheindividualm
aylet
performa
ncesufferbecauseof
hiscompromisingpo
sition.Inthiscase,th
eemployeewill"ben
d"in
edirection
ofthemanagerwho
controlshispursestrings.
rsonnelpo
licyproblemscancre
atehavocinanorgan
ization,especiallyifthe"grassisgreener"
ina
ojectenvir
onmentthaninthefu
nctionalenvironment.Functionalorganiza
tionsnormallyspecify
adesands
alariesforemployees
.Projectoffices,ontheotherhand,havenosuchrequirements
and
npromote
andpayaccordingto
achievement.Thedifficultyhereisthatonecandistinguishbet
ween
ployeesin
grades7,8,9,10,a
nd11inalineorgan
ization,whereasfora
projectmanagerthe
tinctionm
ightappearonlyinth
esizeoftheprojectortheamountofresp
onsibility.Bonusesarealso
siertoobt
ainintheprojectofficebutmaycreatecon
flictandjealousybet
weenthehorizontala
nd
rticalelem
ents.
causeeachprojectisdifferent,
theprojectmanagem
entprocessallowsea
chprojecttohaveits
own
icies,procedures,rules,andstandards,providedthe
yfallwithinbroadco
mpanyguidelines.Ea
ch
42proj
dele
Proj
suc
hav
Ulti
per
indi
Proj
mak
rece
toi
Proj
und
oft
pro
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jectmust
berecognizedasap
rojectbytopmanage
mentsothattheprojectmanagerhasthe
egatedau
thoritynecessarytoenforcethepolicies,p
rocedures,rules,and
standards.
jectmana
gementissuccessfulonlyiftheprojectmanagerandhisteam
aretotallydedicatedtothe
cessfulco
mpletionoftheproje
ct.Thisrequireseach
team
memberofthe
projectteam
andofficeto
veagood
understandingofthe
fundamentalproject
requirements,whichinclude:
Custo
merliaison
Projectdirection
Projectplanning
Projectcontrol
Projectevaluation
Projectreporting
mately,thepersonwiththegreatestinfluencedurin
gthestaffingphaseistheprojectmanage
r.The
sonalattr
ibutesandabilitiesofprojectmanagerswi
lleitherattractordet
erhighlydesirable
ividuals.B
asiccharacteristicsinclude:
Honestyandintegrity
Understandingofpersonne
lproblems
Understandingofprojecttechnology
Busin
essmanagementcom
petence
o
Managementprincip
les
o
Communications
Alertn
essandquickness
Versa
tility
Energ
yandtoughness
Decision-makingability
Abilitytoevaluateriskand
uncertainty
jectmana
gersmustexhibithonestyandintegrityto
fosteranatmosphereoftrust.Theyshouldnot
keimpossiblepromises,sucha
simmediatepromotionsforeveryoneifafollow-oncontractis
eived.Als
o,ontemporarilyass
ignedactivities,such
asaproject,manage
rscannotwaitforpersonnel
ronoutth
eirownproblemsbecausetime,cost,and
performancerequirementswillnotbesatisfied.
jectmana
gersshouldhavebot
hbusinessmanagem
entandtechnicalexp
ertise.Theymust
derstandt
hefundamentalprinc
iplesofmanagement,especiallythoseinvo
lvingtherapiddevelopment
emporary
communicationchan
nels.Projectmanage
rsmustunderstandthetechnicalimplicationsofa
blem,sincetheyareultimately
responsibleforallde
cision-making.Howe
ver,manygoodtechn
ically
43orie
proj
who
Beca
Man
seri
ded
staf
Aut
Toe
resp
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ntedman
agershavefailedbecausetheyhavebecometooinvolvedwith
thetechnicalsideofthe
jectrathe
rthanthemanagementside.Therearestrongargumentsforhavingaprojectmanager
ohasmor
ethanjustanunders
tandingofthenecessarytechnology.
auseapr
ojecthasarelatively
shorttimeduration,decision-makingmustberapidandeffectiv
e.
nagersmustbealertandquick
intheirabilitytoperceive"redflags"that
caneventuallyleadto
ousproblems.Theymustdem
onstratetheirversatilityandtoughnessin
ordertokeepsubordinates
icatedto
goalaccomplishment
.Executivesmustrea
lizethattheprojectm
anager'sobjectives
during
ffingaret
o:
Acquirethebestavailableassetsandtrytoimprovethem
Provideagoodworkingenvironmentforallpers
onnel
Make
surethatallresource
sareappliedeffectivelyandefficientlysothatallconstraintsaremet,
ifpossible
thorizationLevels
ensurethatthecorrectprocess
isfollowedforautho
risationlevelsandto
definetheInputs,
ponsibilitiesandinformationflo
wforauthorizationle
vels.
44
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Step
#
Who
Details
1
Corporate
Finance
Authorization
Levelsaresetby
CorporateFinanc
e
andcommunicated
totheRegional
General
Managerand
FinanceManager
forinterpretation
and
implementation.
2
Finance
Manager
Onreceiptof
updated
Authorization
Levelsthe
followingstepsare
tobecompleted:
Reviewupdated
AuthorizationLevels
againstexisting
Authority
Matrix
UpdatethePROJECT
ScheduleofExecutive
Authority.
Communicatean
y
updatesviaEma
iltoall
Employees
Updatesecondary
45 POM
ALe
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systemssuchas
PMIS/
ERPforapprovallimits.
3
All
Refertothe
PROJECTSchedu
le
of
ExecutiveAuthor
ity
toensurethat
appropriate
approvalsare
soughtatalltimes
throughoutour
business.
Note:The
AuthorityMatrix
is
themasterfor
whichERP
ApprovalLimitsa
re
derived.
MELIGH
TERVEIN:
etterto
Management...
Besuretoread
46throu
1Bo
2ha
3wa
4thi
5fin
6me
11d
12p
13e
Adde
Bobw
only
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2007,POME,Gautam_Koppala,AllRightsReserved
ughtoth
ebottom...
bSmith,myassistantprogrammer,canalwaysbe
found
rdatwo
rkinhiscubicle.Bob
worksindependently,without
astingcompanytimetalkingto
colleagues.Bobnever
nkstwic
eaboutassistingfello
wemployees,andhe
always
ishesgiv
enassignmentsontime.Oftenhetakesextended
easurestocompletehiswork,
sometimesskippingcoffee
7breaks.Bob
isadedicatedindividualwhohasabsolute
lyno
8vanityinsp
iteofhishighaccomplishmentsandprofou
nd
9knowledge
inhisfield.Ifirmlyb
elievethatBobcanbe
10classedas
ahigh-caliberemployee,thetypewhichc
annotbe
ispensed
.Consequently,IdulyrecommendthatBo
bbe
promoted
toexecutivemanage
ment,andaproposa
lwillbe
xecuted
assoonaspossible.
endum:
wasstan
dingovermyshoulderwhileIwrotethereportsenttoyouearliertoday.Kindlyre-re
ad
theodd-numberedlinestohe
armytruethoughtsaboutthatidiot!
47 POM
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EPrescribe:
48
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Themostsatisfyingtwo
Themostsatisfyingtwo--letterletter
word.......
word.......
"WE"
"WE"
Useit.
Useit.
Useit.
Useit.
Useit.
Useit.
Useit.
Useit.
49
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ved
PERF
ORMANCE
MANAGEM
ENT
PLAN
50Perf
Agood
perfor
progre
overt
manag
Many
system
there
mpr
of
do
mthHoav
ev
an
co
Fu
inhean
mem
pe
do
im
In
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ved
foma
nceMeasurem
entPlan
dprojectmanagerwillmake
itimmediatelycleartoallnewfunctionale
mployeesthatifthey
rm
wellintheproject,thenh
e(theprojectmanag
er)willinform
thefun
ctionalmanagerofth
eir
essand
achievements.Thisa
ssumesthatthefunc
tionalmanagerisnot
providingclosesupervision
thefunc
tionalemployeesand
is,instead,passingo
nsomeoftherespon
sibilitytotheproject
geracommonsituationinp
rojectmanagementorganizationstructure
s.
goodprojectsaswellasprojectmanagementstru
ctureshavefailedbe
causeoftheinability
ofthe
m
toevaluateproperlythefu
nctionalemployee'sp
erformance.Inapro
jectmanagementstructure,
arebas
icallysixwaysthata
functionalemployee
canbeevaluatedonaproject:
Theprojectmanagerprepa
resawritten,confide
ntialevaluationandg
ivesittothefunction
al
manager.Thefunctionalmana
gerwillevaluatethe
validityoftheproject
manager'scommentsand
repareh
isownevaluation.Onlythelinemanager'sevaluationisshown
totheemployee.The
use
fconfidentialformsisnotpre
ferredbecauseitmaybecontrarytogovernmentregulationsandit
oesnot
providethenecessaryfeedbackforanemployeetoimprove.
Theprojectmanagerprepa
resanonconfidentialevaluationandgives
ittothefunctional
manager.Thefunctionalmana
gerprepareshisown
evaluationform
and
showsbothevaluatio
nsto
hefunctionalemployee.Thisisthetechniqueprefe
rredbymostproject
andfunctionalmanag
ers.
owever,thereareseveralmajordifficultieswithth
istechnique.Ifthefunctionalemployeeis
an
verageorbelow-averagewor
ker,andifthisemplo
yeeisstilltobeassig
nedtothisprojectaf
terhis
valuatio
n,thentheprojectm
anagermightratetheemployeeasabove
averagesimplytopre
vent
nysabo
tageorbadfeelingsd
ownstream.Inthissituation,thefunctiona
lmanagermightwan
ta
onfident
ialevaluationinstead
,knowingthatthefunctionalemployeewillseebothevaluation
forms.
unctionalemployeestendtoblametheprojectma
nageriftheyreceive
abelow-averagemeritpay
crease,
butgivecredittothe
functionalmanageriftheincreaseisabov
eaverage.Thebestbet
ereisfo
rtheprojectmanage
rperiodicallytotellthefunctionalemploye
eshowwelltheyare
doing,
ndtogivethem
anhonestap
praisal.Severalcompaniesthatusethiste
chniqueallowthepro
ject
anager
toshowtheform
tothelinemanagerfirst
(toavoidconflictlate
r)andthenshowittothe
mployee.
Theprojectmanagerprovidesthefunctionalmanagerwithanoralevaluationoftheemployee's
erforma
nce.Althoughthistechniqueiscommonly
used,mostfunctionalmanagersprefer
ocumen
tationonemployeeprogress.Again,lacko
ffeedbackmaypreventtheemployeefrom
mproving.
Thefu
nctionalmanagerma
kestheentireevalua
tionwithoutanyinputfromtheprojectma
nager.
norderforthistechniquetob
eeffective,thefunct
ionalmanagermusth
avesufficienttimeto
51
su
ma
he
wo
loc
timot
be
Evalua
comple
thepro
course
observ
Theev
proble
advant
toobs
Thebe
Unfort
individ
manag
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ved
upervise
eachsubordinate'sp
erformanceonacontinualbasis.Unfortunately,mostfunctional
anagersdonothavethislux
urybecauseoftheirbroadspanofcontrol
andmustthereforerely
eavilyontheprojectmanage
r'sinput.
Theprojectmanagermakestheentireevaluationforthefunctionalm
anager.Thistechniqu
ecan
orkifth
efunctionalemploye
espends100percent
ofhistimeononeproject,orifheisphys
ically
cateda
taremotesitewhere
hecannotbeobserv
edbyhisfunctionalm
anager.
Allpro
jectandfunctionalm
anagersjointlyevaluateallprojectfunctionalemployeesatthe
same
me.Thistechniqueshouldbe
limitedtosmallcom
panieswithfewertha
nfiftyorsoemployees;
herwise
theevaluationproce
ssmightbetime-con
sumingforkeyperso
nnel.Abadevaluationwill
eknown
byeveryone.
ationformscanbefilledouteitherwhentheemployeeisupforevaluat
ionoraftertheprojectis
eted.Ifitistobefilledoutw
hentheemployeeis
eligibleforpromotion
orameritincrease,
then
ojectm
anagershouldbewillingtogiveanhonestappraisaloftheemp
loyee'sperformance.
Of
e,thep
rojectmanagershoul
dnotfillouttheevaluationform
ifhehasnothadsufficienttimeto
vethee
mployeeatwork.
valuatio
nform
canbefilledo
utatthetermination
oftheproject.This,however,mayproduc
ea
em
inth
attheprojectmayen
dthemonthaftertheemployeeisconside
redforpromotion.Th
e
tageof
thistechniqueisthattheprojectmanager
mayhavebeenable
tofindsufficienttime
both
erveth
eemployeeinaction
andtoseetheoutput.
elowFig
urerepresents,inahumorousway,howp
rojectpersonnelperc
eivetheevaluationform.
tunately
,theevaluationprocessisveryseriousan
dcaneasilyhaveasevereimpactonan
dual'scareerpathwiththeco
mpanyeventhoughthefinalevaluationre
stswiththefunctional
ger.
52Guide
Thebe
bestde
employ
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ved
toperf
ormanceappraisal.
elowFig
ureshowsasimplet
ypeofevaluationform
onwhichtheprojec
tmanageridentifiesthe
escriptionoftheemployee's
performance.Thistypeofform
isgenerallyusedwheneverthe
yeeisupforevaluation.
53 Figure
Figure
theem
tohave
Figure
provide
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ved
e:Proje
ctworkassignmenta
ppraisal.
below
showsanothertypica
lform
thatcanbeusedtoevaluateanemployee.Ineachcategory,
mployee
isratedonasubject
ivescale.Inorderto
minimizetimeandpaperwork,itisalsopo
ssible
easingleevaluationform
atprojectterminationforevaluationofallemployees.Thisisshownin
below.Allemployeesarera
tedineachcategoryonascaleof1to5.T
otalsareobtainedto
earela
tivecomparisonofemployees.
54 Figure
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:Proje
ctworkassignmenta
ppraisal.
55 Figure:
Obvious
onecom
departm
Several
example
importa
reverse
andthis
Eventh
manage
andfun
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2007,POME,Gautam_K
oppala,AllRightsReserved
:Proje
ctworkassignmenta
ppraisal.
sly,ev
aluationformssucha
sthatshowninFigur
eabovehavesevere
limitations,asaone-to-
mparis
onofallprojectfunct
ionalpersonnelisoflittlevalueiftheemployeesarefrom
different
ments.
Howcanaprojecten
gineerbecomparedtoacostaccountant?
comp
aniesareusingthisformbyassigningcoefficientsofimportancetoeachtopic.For
e,und
eratopicoftechnica
ljudgment,theproje
ctengineermighthav
eacoefficientof
anceof0.90,whereasthecostaccountant'scoefficientmightbe0.25.
Thesecoefficientscouldbe
dforatopiconcostconsciousness.Unfortunately,suchcomparisons
havequestionablevalidity,
stype
ofevaluationform
is
usuallyofaconfidentialnature.
houghtheprojectmanagerfillsoutanevaluation
form,thereisnogua
ranteethatthefunct
ional
erwillbelievetheprojectm
anager'sevaluation.Therearealwayssituationsinwhichthepr
oject
nctiona
lmanagersdisagreeastoeitherqualityor
directionofwork.
56Another
level,an
manage
thispro
commun
Asafina
intoap
withthe
From
a
Wagean
white-co
typeof
function
Employe
simplyb
Manyw
system
inFigure
regardle
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rproblemmayexistinthesituationwheretheprojectmanagerisa"g
eneralist,"sayatag
rade-7
ndreq
ueststhatthefunctio
nalmanagerassignh
isbestemployeetot
heproject.Thefunctional
eragreestotherequestandassignshisbestemployee,agrade-10sp
ecialist.Onesolution
to
blem
istohavetheproject
managerevaluateth
eexpertonlyincerta
incategoriessuchas
nicatio
ns,workhabits,and
problem-solving,but
notintheareaofhis
technicalexpertise.
alnote,itissometimesarg
uedthatfunctionalemployeesshouldhave
somesortofindirectinput
roject
manager'sevaluation.Thisraisesratherinterestingquestionsa
stohowfarwecang
o
eindirectevaluationproced
ure.
top-m
anagementperspective,theindirectevaluationprocessbringsw
ithitseveralheadaches.
ndsalaryadministratorsreadilyacceptthenecessityforusingdifferen
tevaluationformsfo
r
ollara
ndblue-collarworker
s.Butnow,wehaveasituationinwhichth
erecanbemorethanone
evaluationsystem
forwhite-collarworkersalone
.Thoseemployeesw
howorkinproject-driven
naldepartmentswillbeevaluateddirectlyandindirectly,butbasedon
formalprocedures.
eeswhochargetheirtimet
ooverheadaccounts
andnonproject-driv
endepartmentsmigh
t
beeva
luatedbyasingle,directevaluationprocedure.
ageandsalaryadministratorscontendthatthey
cannotlivewithawh
ite-collarevaluation
andthereforehavetriedto
combinethedirecta
ndindirectevaluation
formsintoone,asshown
e.Som
eadministratorshav
eevengonesofarastoadoptasingleformcompany-wide,
essof
whetheranindividualisawhite-orblue-collarworker.
57
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58 Figure:
Thedesi
used.Ge
E
G
F
F
C
M
W
R
A
Descript
Whichm
mustana
perform
theabov
progress
againstt
andchar
wouldag
andequi
sayines
maybet
willbeto
whateve
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Jobe
valuation.
gnof
theemployee'sevalu
ationform
dependso
nwhatevaluationmethodorprocedureis
being
enerallyspeaking,thereareninemethodsavaila
bleforevaluatingpersonnel:
ssay
appraisal
Graphicratingscale
ieldreview
orced
-choicereview
Critica
lincidentappraisal
Manag
ementbyobjectives
Workstandardsapproach
Rankin
gmethods
Assess
mentcenter
ionso
fthesemethodscan
befoundinalmostanytextonwageandsalaryadministration.
methodisbestsuitedforaproject-drivenorganiz
ationalstructure?To
answerthisquestion,we
alyze
thecharacteristicsof
theorganizationalformaswellasthoseofthepersonnelwhom
ust
there
.Ananexample,pro
jectmanagementcan
bedescribedasana
renaofconflict.Whic
hof
veevaluationprocedurescanbestbeusedtoevaluateanemployee's
abilitytoworkand
sinanatmosphereofconflict?Figurebelowcom
parestheabovenine
evaluationprocedure
s
thesixmostcommonproje
ctconflicts.Thistype
ofanalysismustbecarriedoutforallvariables
racter
isticsthatdescribeth
eprojectmanagementenvironment.Most
compensationmanag
ers
greet
hatthemanagement
byobjectives(MBO)
techniqueoffersthegreatestpromisefora
fair
itable
evaluationofallemp
loyees.AlthoughMBOimpliesthatfunctionalemployeeswillhavea
stablishingtheirowngoals
andobjectives,thism
aynotbethecase.Inprojectmanageme
nt,
heprojectmanagerorfunctionalmanagerwills
ettheobjectives,and
thefunctionalemplo
yee
oldth
athehastolivewith
that.Obviously,therewillbeadvantagesanddisadvantagesto
reva
luationproceduresar
efinallyselected.
59 Figure:
FI
Properfi
organizat
practices
Jo
exist
topr
andt
their
D
shou
Ba
for"d
Sp
cons
andd
Discr
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Ratin
gevaluationtechniqu
esagainsttypesofconflict.
INAN
CIALCOMPENSATIONANDREWARDS
nancialcompensationand
rewardsareimportan
ttothemoraleandm
otivationofpeopleinany
tion.
However,thereareseveralissuesthatoftenmakeitnecessary
totreatcompensation
sofprojectpersonnelsepa
ratelyfrom
theresto
ftheorganization:
obcla
ssificationandjobde
scriptionsforproject
personnelareusually
notcompatiblewith
those
tingforotherprofessionaljobs.Itisoftendifficu
lttopickanexisting
classificationandada
ptit
roject
personnel.Withoutp
roperadjustment,thesmallamountoffor
malauthorityofthep
roject
thesmallnumberofdirect
reportsmaydistortt
hepositionlevelofprojectpersonnelinsp
iteof
rbroa
drangeofbusinessr
esponsibilities.
Duala
ccountabilityanddua
lreportingrelationshipsofprojectpersonn
elraisethequestionofwho
ldassessperformanceand
controltherewards.
ases
forfinancialrewardsareoftendifficulttoe
stablish,quantify,andadminister.Thecrit
eria
doing
agoodjob"aredifficulttoquantify.
pecia
lcompensationsforo
vertime,extensivetravel,orlivingawayfr
omhomeshouldbe
idere
dinadditiontobonuspayforpreestablishedresults.Bonuspay
isaparticularlydiffic
ult
delica
teissuebecauseofte
nmanypeoplecontributetotheresultsof
suchincentives.
retion
arybonuspracticesc
anbedemoralizingtotheprojectteam.
60Somespe
projecto
jobclassi
JobClas
Everyeff
classificat
Thefirst
Titlesare
andpayl
thetitleo
aformal
Thejobd
descriptio
(1)overa
thebelow
Table:S
JobDes
OverallR
Respons
thetech
responsi
qualitya
andsche
Specific
1.
Pr
en
pr
2.
Pr
de
3.
D
wi
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ecific
guidelinesareprovid
edheretohelpmana
gersestablishcompe
nsationsystemsfort
heir
rganizations.Thefoundationsofthesecompensationpracticesarebasedonfoursystems:(1)
ification,(2)basepay,(3)
performanceapprais
als,and(4)meritinc
reases.
ssificationsandJobDes
criptions
fortshouldbemadetofitthenewclassificationsforprojectpersonne
lintotheexistingsta
ndard
tionthathasalreadybeen
establishedfortheo
rganization.
step
istodefinejobtitles
forvariousprojectpe
rsonnelandtheircorrespondingresponsibilities.
enoteworthybecausethey
implycertainrespon
sibilities,positionpow
er,organizationalsta
tus,
level.Furthermore,titlesm
ayindicatecertainfunctionalresponsibilit
ies,asdoes,forexam
ple,
oftas
kmanager.[1]Therefore,titlesshouldbecarefullyselectedand
eachofthem
support
edby
jobd
escription.
descriptionprovidestheba
siccharterforthejobandtheindividualin
chargeofit.Agood
job
onis
briefandconcise,notexceedingonepage.Typically,itisbroke
ndownintothreesec
tions:
allresponsibilities,(2)specificduties,and(3)qualifications.Asamplejobdescriptionisgivenin
wTab
le.
AMP
LEJOBDESCRIPTI
ON
scrip
tion:LeadProjectEngineerofProcess
orDevelopment
Responsibility
siblefordirectingthetechnicaldevelopmentofthenewCentralProce
ssorincludingmanag
ing
nicalpersonnelassignedt
othisdevelopment.T
heLeadProjectEngineerhasdual
ibility
,(1)tohis/herfunctionalsuperiorforthe
technicalimplementa
tionandengineering
and(
2)totheprojectman
agerformanagingth
edevelopmentwithin
theestablishedbudg
et
edule
.
DutiesandResponsibilitie
s
rovidenecessaryprogram
directionforplanning
,organizing,developingandintegratingth
e
ngine
eringeffort,including
establishingthespecificobjectives,sched
ules,andbudgetsfor
the
roces
sorsubsystem.
rovidetechnicalleadership
foranalyzingandestablishingrequiremen
ts,preliminary
esigning,designing,protot
yping,andtestingof
theprocessorsubsystem.
ivide
theworkintodiscreteandclearlydefinabletasks.Assigntasks
totechnicalpersonne
l
ithin
theLeadEngineer'sa
reaofresponsibilityandotherorganizationalunits.
61
4.
De
ov
5.
Me
6.
Re
7.
Re
ut
8.
Pla
Qualifica
1.
St
2.
Pr
of
3.
Pe
4.
Ex
Base-Pay
Afterthe
responsib
scalesma
thesurfac
resources
positions.
lessquali
Manycom
schemes
responsib
otherjobs
basedon
budget,a
Performa
Traditiona
As
Pr
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efine
,negotiate,andallocatebudgetsandschedulesaccordingtothespecifictasksand
verallprogram
requiremen
ts.
easu
reandcontrolcost,schedule,andtechnica
lperformanceagains
tprogram
plan.
eportdeviationsfrom
prog
ram
plantoprogram
office.
eplan
trade-offandredirectthedevelopmentef
fortincaseofconting
enciessuchastobest
ilize
theavailableresourcestowardtheoverall
program
objectives.
an,m
aintain,andutilizee
ngineeringfacilitiestomeetthelong-rangeprogram
requirements.
ations
trong
technicalbackgroundinstate-of-the-artc
entralprocessordeve
lopment.
riortaskmanagementexp
eriencewithprovenr
ecordforeffectivecostandschedulecontrol
multidisciplinarytechnolo
gy-basedtaskinexcessofSIM.
erson
alskillstolead,direc
t,andmotivatesenio
rengineeringpersonnel.
xcelle
ntcommunicationsk
ills,bothorallyandin
writing.
yClassificationsandIn
centives
jobdescriptionshavebee
ndeveloped,onecan
delineatepayclassesconsistentwiththe
bilitie
sandaccountabilities
forbusinessresults.
Iflefttothepersonnelspecialist,thesepa
y
aysliptowardthelowerendofanequitablecom
pensation.Thisisun
derstandablebecause,on
ce,p
rojectpositionslooklessseniorthantheir
functionalcounterpar
ts,asformalauthorityover
sand
directreportsareoftenlessnecessaryfor
projectpositionstha
nfortraditionalfunct
ional
.The
impactofsuchaske
wedcompensationsy
stem
isthattheprojectorganizationwilla
ttract
fied
personnelandmaybeseenasaninferiorcareerpath.
mpan
iesthathavestruggledwiththisproblem
h
avesolveditby(1)workingoutcompensation
asa
team
ofseniormanagersandpersonnelspecialists,and(2)app
lyingcriteriaof
bility
andbusiness/profita
ccountabilitytosettin
gpayscalesforproje
ctpersonnelinaccordwith
sintheirorganization.Ma
nagerswhoarehiringcanchooseasalary
from
theestablished
range
theirjudgmentofactualpositionresponsibilitie
s,thecandidate'squ
alifications,theavaila
ble
ando
therconsiderations.
anceAppraisals
ally,
thepurposeofthepe
rformanceappraisalisto:
ssess
theemployee'swork
performance,preferablyagainstpreestablishedobjectives
ovideajustificationforsa
laryactions
62
Est
Ide
Se
Inreality,
essentially
addition,d
problem-s
Inordert
otherpart
complexi
measurab
Thefirstc
Modernm
subseque
theseprin
oftenmod
existsint
Company
resultsof
realities,o
Bu
busine
perfor
Ma
direct
Thefirsta
contractua
internals
cases,pro
measureo
improperl
ofproject
managers
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tablishnewgoalsandobjectivesforthenextreviewperiod
entif
yanddealwithwork-relatedproblems
erveasabasisforcareerdiscussions
,how
ever,thefirsttwoob
jectivesareinconflic
t.Asaresult,traditio
nalperformanceappraisals
ybecomeasalarydiscuss
ionwiththeobjective
tojustifysubsequen
tmanagerialactions.[2]In
discussionsdominatedby
salaryactionsareus
uallynotconducivefo
rfuturegoalsetting,
solving,orcareerplanning.
toge
taroundthisdilemma,manycompanieshaveseparatedthesalarydiscussionfrom
the
tsof
theperformanceapp
raisal.Moreover,successfulmanagershav
ecarefullyconsidered
the
ssue
sinvolvedandhavebuiltaperformanceappraisalsystem
solidlybasedoncontent,
bility,andsourceofinform
ation.
challengeisincontent,thatis,todecide"what
toreview"and"how
tomeasureperformance."
mana
gementpracticestry
toindividualizeaccou
ntabilityasmuchaspossible.Furthermore
,
ntin
centiveormeritincre
asesaretiedtoprofitperformance.Althou
ghmostcompaniesa
pply
nciplestotheirprojectorg
anizations,theydoit
withagreatdealofskepticism.Practicesare
difiedtoassurebalanceandequityforjointlyperformedresponsibilities.Asimilardilemm
a
thea
reaofprofitaccounta
bility.Thecommentofaprojectmanager
attheGeneralElectric
istypicalofthesituation
facedbybusinessma
nagers:"AlthoughIamresponsibleforbu
siness
alargeprogram,Ireally
can'tcontrolmorethan20percentofitscost."Acknowledgingt
he
orga
nizationsaremeasuringperformanceofth
eirprojectmanagers,inatleasttwoareas
:
usine
ssresultsasmeasure
dbyprofits,contribu
tionmargin,returnoninvestment,new
ess,
andincome;also,on
-timedelivery,meetingcontractualrequire
ments,andwithin-bu
dget
rmance.
anag
erialperformanceasmeasuredbyoverallprojectmanagementeffectiveness,organiz
ation,
tionandleadership,andteam
performance.
area
appliesonlyiftheprojectmanagerisindeedresponsibleforbusinessresultssuchas
alpe
rformanceornewbu
sinessacquisitions.M
anyprojectmanagersworkwithcompany-
pons
ors,suchasacompa
ny-internalnewproductdevelopmentora
feasibilitystudy.Inthese
oduc
ingtheresultswithin
agreed-onscheduleandbudgetconstraint
sbecomestheprimary
ofperformance.Thesecondareaisclearlymor
edifficulttoassess.M
oreover,ifhandled
y,it
willleadtomanipulationandgameplaying.Tablebelowprovidessomespecificmeasures
managementperformance.Whetherthesponsoriscompany-intern
alorexternal,project
sare
usuallybeingassessedonhowlongittooktoorganizetheteam
,whethertheprojec
tis
63movingal
goalsand
Table:PE
WhoPerf
Functio
Sourceof
Functio
PrimaryM
1.
Pro
2.
Pro
inc
Secondar
1.
Ab
2.
Ab
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ed
ong
accordingtoagreed-onschedulesandbud
gets,andhowclosely
theymeetthegloba
l
objectivessetbytheirsu
periors.
ERFORMANCEMEASURESFORPROJECTMANAGERS
form
sAppraisal
onal
superiorofprojectmanager
fPerformanceData
onal
superior,resourcemanagers,generalman
agers
Measures
ojectmanager'ssuccessinleadingtheprojecttowardpreestablishedglobalobjectives
Targetcosts
Keymilestones
Profit,netincome,re
turnoninvestment,contributionmargin
Quality
Technicalaccomplish
ments
Marketmeasures,ne
wbusiness,follow-on
contract
ojectmanager'seffectivenessinoverallproject
directionandleadershipduringallphases,
ludingestablishing:
Objectivesandcusto
merrequirements
Budgetsandschedules
Policies
Performancemeasur
esandcontrols
Reportingandreview
system
ryM
easures
ility
toutilizeorganization
alresources
Overheadcostreduc
tion
Workingwithexistingpersonnel
Cost-effectivemake-
buydecisions
ility
tobuildeffectiveprojectteam
Projectstaffing
64
3.
Effe
4.
Cus
5.
Par
Additiona
1.
Diff
2.
Sco
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Interfunctionalcomm
unications
Lowteam
conflictcomplaintsandhassles
Professionallysatisfiedteam
members
Workwithsupportgroups
ectiveprojectplanningandplanimplementatio
n
Plandetailandmeas
urability
Commitmentbykey
personnelandmanag
ement
Managementinvolve
ment
Contingencyprovisio
ns
Reportsandreviews
stom
er/clientsatisfaction
Perceptionofoverallprojectperformance
bysponsor
Communications,liaison
Responsivenesstochanges
rticipationinbusinessma
nagement
Keepingmangement
informedofnewproject/product/business
opportunities
Bidproposalwork
Businessplanning,policydevelopment
lCo
nsiderations
ficultyoftasksinvolved
Technicaltasks
Administrativeando
rgnizationalcomplexity
Multidisciplinarynatu
re
Staffingandstart-up
ope
oftheproject
Totalprojectbudget
Numberofpersonnelinvolved
65
3.
Cha
Ontheoth
assessedp
Tec
Tea
otherg
Specificpe
bothprojec
wasachiev
Table:PE
WhoPerfo
Function
Sourceof
Project
PrimaryM
1.
Suc
2.
Effe
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ed
Numberoforganizationsandsubcontracto
rsinvolved
angingworkenvironment
Natureanddegreeofcustomerchangesa
ndredirections
Contingencies
hersideoftheprojectorg
anization,resourcem
anagersorprojectpersonnelarebeing
prim
arilyontheirabilityt
odirecttheimplemen
tationofaspecificprojectsubsystem:
chnicalimplementationas
measuredagainstre
quirements,quality,schedules,andcosttargets
amperformanceasmeasuredbyabilitytostaff,buildaneffectiveta
skgroup,interfacew
ith
grou
ps,andintegrateam
ongvariousfunctions
erformancemeasuresare
showninTablebelow
.Inaddition,theact
ualprojectperforman
ceof
ctm
anagersandtheirre
sourcepersonnelshouldbeassessedonth
econditionsunderwhichit
ved:thedegreeoftaskd
ifficulty,complexity,size,changes,andgeneralbusinessconditions.
RFORMANCEMEASURESFORPROJECTPE
RSONNEL
orm
sAppraisal
nal
superiorofprojectpe
rson
fPerformanceData
managerandresourcem
anagers
Measures
cces
sindirectingtheagreed-ontasktowardcompletion
Technicalimplementationaccordingtoreq
uirements
Quality
Keymilestones/schedules
Targetcosts,design-
to-cost
Innovation
Trade-offs
ectivenessasateam
memberorteam
leader
Buildingeffectivetas
kteam
Workingtogetherwithothers,participation,involvement
66
Secondary
1.
Suc
acco
2.
Adm
3.
New
4.
Prof
Additional
1.
Diff
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Interfacingwithsupp
ortorganizationsand
subcontractors
Interfunctionalcoord
ination
Gettingalongwithothers
Changeorientation
Makingcommitments
yMeasures
cces
sandeffectivenessin
performingfunctionaltasksinadditionto
projectworkin
ordancewithfunctionalc
harter
Specialassignments
Advancingtechnology
Developingorganization
Resourceplanning
Functionaldirectiona
ndleadership
ministrativesupportservices
Reportsandreviews
Specialtaskforcesandcommittees
Projectplanning
Proceduredevelopment
wbusinessdevelopment
Bidproposalsupport
Customerpresentations
fessionaldevelopment
Keepingabreastinprofessionalfield
Publications
Liaisonwithsociety,
vendors,customers,andeducationalinstit
utions
lCo
nsiderations
ficultyoftasksinvolved
Technicalchallenges
67
2.
Man
3.
Mult
Finally,one
adjustment
Suchasitu
accountable
managersi
responsible
meetingthe
amongman
resourcepe
Meri
Professiona
inflationary
salarycomp
bonuses.Th
individuala
responsibili
individualo
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State-of-the-artcons
iderations
Changesandconting
encies
nagerialresponsibilities
Taskleaderfornumb
erofprojectpersonn
el
Multifunctionalintegr
ation
Budgetresponsibility
Staffingresponsibility
Specificaccountabilit
ies
tipr
ojectinvolvement
Numberofdifferentprojects
Numberandmagnitu
deoffunctionaltask
andduties
Overallworkload
eneedstodecidewhois
toperform
theperfor
manceappraisaland
tomakethesalary
t.W
heredualaccountabilitiesareinvolved,go
odpracticescallforinputsfrom
bothbosses.
ationcouldexistforprojectmanagerswhore
portfunctionallytoonesuperiorbutarealso
efo
rspecificbusinessre
sultstoanotherperson.Whiledualaccoun
tabilityofproject
sa
nexceptionformost
organizations,itisco
mmonforprojectres
ourcepersonnelwho
are
eto
theirfunctionalsuperiorforthequalityof
theworkandtotheir
projectmanagerfor
erequirementswithinbu
dgetandschedule.M
oreover,resourcepe
rsonnelmaybeshare
d
nyprojects.Onlythefun
ctionalorresourcem
anagercanjudgeove
rallperformanceof
ersonnel.
itIncreasesandBonu
ses
alshavecometoexpectmeritincreasesasar
ewardforajobwelldone.However,under
yco
nditions,payadjustm
entsseldom
keepup
withcost-of-livingincreases.Todealwith
this
pre
ssionandtogiveince
ntiveformanagemen
tperformance,comp
anieshaveintroduced
he
problem
isthatthese
standardplansform
eritincreasesandbonusesarebasedon
accountabilitywhileproje
ctpersonnelworkin
teamswithsharedac
countabilities,
ties,andcontrols.Itisu
suallyverydifficulttocreditprojectsuccessorfailuretoasingle
ora
smallgroup.
68Mostmanag
Ifdonewell
andmagnit
managerial
executedpe
basicagree
Inmostorg
contentofa
superioran
POMEPres
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ger
swiththesedilemma
shaveturnedtothe
traditionalremedyof
theperformanceappraisal.
l,theappraisalshouldprovideparticularmeasuresofjobperforma
ncethatassessthelevel
udeatwhichtheindividualhascontributedto
thesuccessoftheproject,includingthe
pe
rformanceandteam
performancecomponents.Therefore,apro
perlydesignedand
erformanceappraisalthatincludesinputfrom
allaccountablemana
gementelements,an
dthe
me
ntoftheemployeew
iththeconclusions,isasoundbasisforfuturesalaryreviews.
gan
izationsthetitleofta
skmanagerindicates
beingresponsibleformanagingthetechnical
aprojectsubsystem
with
inafunctionalunit,h
avingdualaccountab
ilitiestothefunctional
dt
heprojectoffice.
scribe:
Themostpoison
ousthree
Themostpoison
ousthree--letter
letter
word
.....
word
.....
"EGO"
"EGO"
"EGO"
"EGO"
"EGO"
"EGO"
"EGO"
"EGO"
Killit.
Killit.
69
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