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Project Management: A Project Management: A Managerial ApproachManagerial Approach

Chapter 3 – The Project ManagerChapter 3 – The Project Manager

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OverviewOverview

• PMs and Organizational AlignmentPMs and Organizational Alignment

• Key PM ResponsibilitiesKey PM Responsibilities

• Career ManagementCareer Management

• PM “Realities”PM “Realities”

• PM SelectionPM Selection

• PM ConsiderationsPM Considerations

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Project Management and the Project Management and the Project ManagerProject Manager

• The Functional Manager vs. The Project The Functional Manager vs. The Project ManagerManager– Functional managers are usually specialists, Functional managers are usually specialists,

analytically oriented and they know the details analytically oriented and they know the details

of each operation for which they are responsibleof each operation for which they are responsible

– Project managers must be generalists that can Project managers must be generalists that can

oversee many functional areas and have the oversee many functional areas and have the

ability to put the pieces of a task together to ability to put the pieces of a task together to

form a coherent wholeform a coherent whole

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Functional Manager and the Functional Manager and the PMPM

• The Functional Manager The Functional Manager – Analytical ApproachAnalytical Approach

– Direct, technical supervisorDirect, technical supervisor

• The Project ManagerThe Project Manager– Systems ApproachSystems Approach

– Facilitator and generalistFacilitator and generalist

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Organizations and Functional Organizations and Functional ManagerManager

• The Functional ManagerThe Functional Manager

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Project Management and the Project Management and the PMPM

• The PM The PM

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Project Management and the Project Management and the PMPM

• Major questions face the PM:Major questions face the PM:– 1. What needs to be done?1. What needs to be done?– 2. When must it be done?2. When must it be done?– 3. How are the resources required to do this job 3. How are the resources required to do this job

going to be obtained?going to be obtained?

• PM is responsible for organizing, staffing, PM is responsible for organizing, staffing, budgeting, directing, planning, and budgeting, directing, planning, and controlling the project.controlling the project.

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Responsibilities of a PMResponsibilities of a PM

• Responsibility to the Parent Responsibility to the Parent OrganizationOrganization

• Responsibility to the ClientResponsibility to the Client

• Responsibility to the Team MembersResponsibility to the Team Members

• Above all, the PM must never allow Above all, the PM must never allow senior management to be surprisedsenior management to be surprised—be prepared to give “bad news”—be prepared to give “bad news”

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Responsibilities to the Parent Responsibilities to the Parent OrganizationOrganization• Conservation of resourcesConservation of resources

• Timely and accurate project Timely and accurate project communicationscommunications

• Careful, competent management of Careful, competent management of the projectthe project

• Protect the firm from high riskProtect the firm from high risk

• Accurate reporting of project status Accurate reporting of project status with regard to budget and schedulewith regard to budget and schedule

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Responsibilities of the PMResponsibilities of the PM

• Responsibility to the ClientResponsibility to the Client– Preserve integrity of project and clientPreserve integrity of project and client– Resolve conflict among interested partiesResolve conflict among interested parties– Ensure performance, budgets, and Ensure performance, budgets, and

deadlines are metdeadlines are met

• Responsibility to project team Responsibility to project team membersmembers– Fairness, consistency, respect, honestyFairness, consistency, respect, honesty– Concern for members’ future after projectConcern for members’ future after project

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Project Management Career Project Management Career PathsPaths• Most Project Managers get their training in Most Project Managers get their training in

one or more of three ways:one or more of three ways:

– On-the-jobOn-the-job

– Project management seminars and workshops Project management seminars and workshops

– ActiveActive participation in the programs of the local participation in the programs of the local

chapters of the Project Management Institutechapters of the Project Management Institute

– Formal education in degree/certificate programsFormal education in degree/certificate programs

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Project Management Project Management ExperienceExperience• Experience as a PM serves to teach the Experience as a PM serves to teach the

importance of:importance of:– An organized plan for reaching an objectiveAn organized plan for reaching an objective– Negotiation with one’s co-workersNegotiation with one’s co-workers– Follow throughFollow through– Sensitivity to the political realities of organizational lifeSensitivity to the political realities of organizational life

• Careers often starts with participation in small Careers often starts with participation in small into larger projects, until given control over small, into larger projects, until given control over small, then larger projectsthen larger projects

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Special Demands on the PMSpecial Demands on the PM

• A number of demands are critical to the A number of demands are critical to the management of projects:management of projects:– Acquiring sufficient resourcesAcquiring sufficient resources– Acquiring and inspiring personnelAcquiring and inspiring personnel

• Finding sources of internal motivationFinding sources of internal motivation

– Dealing with obstaclesDealing with obstacles– Making project goal trade offsMaking project goal trade offs– Dealing with risk and failure (perceived or Dealing with risk and failure (perceived or

otherwise)otherwise)– Maintaining multiple channels of communicationMaintaining multiple channels of communication– NegotiationNegotiation

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Acquiring Sufficient ResourcesAcquiring Sufficient Resources

• Resources initially budgeted for projects Resources initially budgeted for projects are frequently inadequateare frequently inadequate– Sometimes resource trade-offs are requiredSometimes resource trade-offs are required– Subcontracting is an optionSubcontracting is an option– Project and functional managers perceive Project and functional managers perceive

availability of resources to be strictly limitedavailability of resources to be strictly limited– Competition for resources CAN turn into “win-Competition for resources CAN turn into “win-

lose” propositions between project and lose” propositions between project and functional managersfunctional managers

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Acquiring and Inspiring Acquiring and Inspiring PersonnelPersonnel

• A major problem for the PM is that most people A major problem for the PM is that most people required for a project must be “borrowed”required for a project must be “borrowed”– At times, functional managers may become jealous At times, functional managers may become jealous

if they perceive a project as more glamorous than if they perceive a project as more glamorous than their own functional areatheir own functional area

– Typically, the functional manager retains control of Typically, the functional manager retains control of personnel evaluation, salary, and promotion for personnel evaluation, salary, and promotion for those people lent out to projectsthose people lent out to projects

– Because the functional manager controls pay and Because the functional manager controls pay and promotion, the PM cannot promise much beyond the promotion, the PM cannot promise much beyond the challenge of the work itselfchallenge of the work itself

– Violation of “Unity of Command” principleViolation of “Unity of Command” principle

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Attracting the “Best” TeamAttracting the “Best” Team

• Characteristics of effective team Characteristics of effective team members:members:– High quality technical skillsHigh quality technical skills– Political sensitivityPolitical sensitivity– Strong problem orientationStrong problem orientation– Strong goal orientationStrong goal orientation– High self-esteemHigh self-esteem

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Dealing with ObstaclesDealing with Obstacles• One characteristic of any project is its One characteristic of any project is its

uniqueness and with that come a series of uniqueness and with that come a series of crises:crises:– At the inception of a project, the “fires” tend to At the inception of a project, the “fires” tend to

be associated with resourcesbe associated with resources– As a project nears completion, obstacles tend to As a project nears completion, obstacles tend to

be clustered around two key issues:be clustered around two key issues:•Last minute schedule and technical changesLast minute schedule and technical changes

•Uncertainty surrounding what happens to members Uncertainty surrounding what happens to members

of the project team when the project is completedof the project team when the project is completed

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Making Project Goal Trade-Making Project Goal Trade-offsoffs

• The PM must make trade offs between the The PM must make trade offs between the project goals of cost, time and performanceproject goals of cost, time and performance– During the design or formation stage of the During the design or formation stage of the

project life cycle, there is no significant difference project life cycle, there is no significant difference in the importance PM’s place on the three goalsin the importance PM’s place on the three goals

– Schedule is the primary goal during the build up Schedule is the primary goal during the build up stage, being more important than performance, stage, being more important than performance, which is in turn significantly more important than which is in turn significantly more important than costcost

– During the final stage, phaseout, performance is During the final stage, phaseout, performance is significantly more important than costsignificantly more important than cost

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Making Project Goal Trade-Making Project Goal Trade-offsoffs• Relative importance of project objectives for each Relative importance of project objectives for each

stage of the project life cycle:stage of the project life cycle:

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Failure, the Risk of Fear, and Failure, the Risk of Fear, and FailureFailure• It is difficult, at times, to distinguish It is difficult, at times, to distinguish

between project failure, partial failure, and between project failure, partial failure, and success.success.– What appears to be a failure at one point in the What appears to be a failure at one point in the

life of a project may look like a success at life of a project may look like a success at anotheranother

– Perception is reality—PMs need to control Perception is reality—PMs need to control perceptionsperceptions

– Communication is key to minimize impact of Communication is key to minimize impact of most “failures”most “failures”•Accountability never transfers from PMAccountability never transfers from PM

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Failure and Project Types - 1Failure and Project Types - 1

• Two general types of projects:Two general types of projects:– Type 1 - these projects are generally well-Type 1 - these projects are generally well-

understood, routine construction projectsunderstood, routine construction projects•Appear simple at the beginning of the projectAppear simple at the beginning of the project

•Rarely fail because they are late or over budget, Rarely fail because they are late or over budget, though commonly are boththough commonly are both

•They fail because they are not organized to They fail because they are not organized to handle unexpected crises and deviations from handle unexpected crises and deviations from the planthe plan

•These projects often lack the appropriate These projects often lack the appropriate technical expertise to handle such crisestechnical expertise to handle such crises

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Failure and Project Types - 2Failure and Project Types - 2

– Type 2 - these are not well understood, and Type 2 - these are not well understood, and there may be considerable uncertainty there may be considerable uncertainty about specifically what must be doneabout specifically what must be done•Many difficulties early in the life of the projectMany difficulties early in the life of the project

•Often considered planning problemsOften considered planning problems

•Most of these problems result from a failure to Most of these problems result from a failure to define the mission carefullydefine the mission carefully

•Often fail to get the client’s acceptance on the Often fail to get the client’s acceptance on the project missionproject mission

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Multiple Communication Multiple Communication PathsPaths

• Most of the project manager’s time is Most of the project manager’s time is spent communicating with the many spent communicating with the many groups interested in the projectgroups interested in the project– Considerable time must be spent selling, Considerable time must be spent selling,

reselling, and explaining the projectreselling, and explaining the project– Interested parties include:Interested parties include:

•Top managementTop management•Functional departmentsFunctional departments•ClientsClients•Members of the project teamMembers of the project team

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Communication RealitiesCommunication Realities

• To effectively deal with the demands, a To effectively deal with the demands, a PM must understand and deal with PM must understand and deal with certain fundamental issues:certain fundamental issues:– Must understand Must understand whywhy the project exists the project exists– Critical to have the support of top Critical to have the support of top

managementmanagement– Build and maintain a solid information Build and maintain a solid information

networknetwork – Must be flexible in many ways, with as many Must be flexible in many ways, with as many

people, and about as many activities as people, and about as many activities as possible throughout the life of the projectpossible throughout the life of the project

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Selecting the Project ManagerSelecting the Project Manager• Some key attributes, skills, and qualities Some key attributes, skills, and qualities

that have been sought in PM are:that have been sought in PM are:– Strong technical backgroundStrong technical background– Assertive and successful functional managerAssertive and successful functional manager– Mature and calmMature and calm– Someone who is currently availableSomeone who is currently available– Someone on good terms with senior executivesSomeone on good terms with senior executives– Knows how to keep a team focused and Knows how to keep a team focused and

inspiredinspired– Experience in several different functionsExperience in several different functions– A person who can walk on (or part) the watersA person who can walk on (or part) the waters

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PM Selection “Criteria”PM Selection “Criteria”

• Four major categories of skills that are Four major categories of skills that are required for the PM and serve as the required for the PM and serve as the key criteria for selection:key criteria for selection:– CredibilityCredibility

– SensitivitySensitivity

– Managerial skills and adaptive leadership Managerial skills and adaptive leadership

stylestyle

– Ability to handle stress and conflictAbility to handle stress and conflict

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CredibilityCredibility• The PM needs two kinds of credibility:The PM needs two kinds of credibility:

– Technical credibilityTechnical credibility – – •Perceived by key stakeholders as possessing Perceived by key stakeholders as possessing

sufficient technical knowledge to direct the sufficient technical knowledge to direct the projectproject

– Conversational competenceConversational competence

– Administrative credibilityAdministrative credibility • Keeping the project on schedule and within costsKeeping the project on schedule and within costs

•Making sure reports are accurate and timely Making sure reports are accurate and timely

•Ensuring project team has material, equipment, Ensuring project team has material, equipment, and labor when needed.and labor when needed.

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SensitivitySensitivity• There are several ways for project managers to There are several ways for project managers to

display sensitivity:display sensitivity:– Understanding the organization’s political structureUnderstanding the organization’s political structure

– Sense interpersonal conflict on the project team or Sense interpersonal conflict on the project team or between team members and outsidersbetween team members and outsiders

– Does not avoid conflict, but confronts it and deals Does not avoid conflict, but confronts it and deals with it before it escalateswith it before it escalates

– Keeps team members focused on problems not Keeps team members focused on problems not peoplepeople

– Situational “radar”--ability to sense when team Situational “radar”--ability to sense when team members may try to “sweep things under the rug”members may try to “sweep things under the rug”

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Leadership StyleLeadership Style

• Leadership: Leadership: “interpersonal influence, exercised in “interpersonal influence, exercised in situation and directed through the communication process, situation and directed through the communication process,

toward the attainment of a specified goal or goals.” toward the attainment of a specified goal or goals.” • Other attributes may include:Other attributes may include:

– enthusiasmenthusiasm– optimismoptimism– energyenergy– tenacitytenacity– courage courage – personal maturitypersonal maturity– adaptabilityadaptability

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The PM “Moral Compass”The PM “Moral Compass”

• A PM must also have a strong sense of ethics. Some A PM must also have a strong sense of ethics. Some common ethical missteps are listed below:common ethical missteps are listed below:– ““wired” bids and contracts (the winner has been wired” bids and contracts (the winner has been

predetermined)predetermined)– ““buy-in” (bidding low with the intention of cutting corners or buy-in” (bidding low with the intention of cutting corners or

forcing subsequent contract changes)forcing subsequent contract changes)– ““kickbacks”kickbacks”– ““covering” for team members (group cohesiveness)covering” for team members (group cohesiveness)– taking “shortcuts” (to meet deadlines or budgets)taking “shortcuts” (to meet deadlines or budgets)– using marginal (substandard) materialsusing marginal (substandard) materials– compromising on safetycompromising on safety– violating standardsviolating standards– consultant (e.g., auditors) loyalties (to employer or to client or consultant (e.g., auditors) loyalties (to employer or to client or

to public)to public)

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The PM Ethics Code - 1The PM Ethics Code - 1

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The PM Ethics Code - 2The PM Ethics Code - 2

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PM and StressPM and Stress

• Four major causes of stress associated PM Four major causes of stress associated PM role:role:– Never developing a consistent set of procedures Never developing a consistent set of procedures

and techniques with which to manage their workand techniques with which to manage their work– Many PMs have “too much on their plates”Many PMs have “too much on their plates”– Some PMs have a high need to achieve that is Some PMs have a high need to achieve that is

frustrated by the tradeoffs frustrated by the tradeoffs – The parent organization is in the middle of major The parent organization is in the middle of major

changechange

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Multicultural Communications Multicultural Communications and Managerial Behaviorand Managerial Behavior• The importance of language cannot be The importance of language cannot be

overstatedoverstated– Communication cannot be separated from Communication cannot be separated from

the communicatorthe communicator– Managerial and personal behaviours of the Managerial and personal behaviours of the

PM must be considered in the PM must be considered in the communication processcommunication process•Structure and style of communicationsStructure and style of communications

•Managerial and personal behaviourManagerial and personal behaviour

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Multicultural Communications Multicultural Communications and Managerial Behaviorand Managerial Behavior• Structure and Style of Communications:Structure and Style of Communications:

– In the United States, delegation is a In the United States, delegation is a preferred managerial stylepreferred managerial style

– In cultures where authority is highly In cultures where authority is highly centralized, it becomes the project centralized, it becomes the project manager’s responsibility to seek out manager’s responsibility to seek out informationinformation

– The manager of an international project The manager of an international project cannot count on being voluntarily informed cannot count on being voluntarily informed of problems and potential problems by of problems and potential problems by his/her subordinateshis/her subordinates

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Multicultural Communications and Multicultural Communications and Managerial BehaviorManagerial Behavior• Managerial and Personal BehaviorManagerial and Personal Behavior

– In a society with highly structured social In a society with highly structured social classes, it is difficult to practice participative classes, it is difficult to practice participative managementmanagement

– There is an assumption that the more There is an assumption that the more educated, higher-class manager’s authority will educated, higher-class manager’s authority will be denigrated by using a participative stylebe denigrated by using a participative style

– The more structured a country’s social system, The more structured a country’s social system, the less direct managerial communication the less direct managerial communication tends to betends to be