The Project Manager

Chapter 3The Project Manager

With narrations for your convenienceCopyright 2009 John Wiley & Sons, Inc.IntroductionAccording to Rear Admiral Grace Hopper, inventor of COBOL and a computer visionary, Leadership and management are two different things. You lead people and you manage projects.

Leadership and ManagementLeadership is a talent only a few are born withManagement is a skill that anyone can acquire

Projects are RiskierExpectations are more specificThe resources are more diverseand many are not even in your departmentDeadlines are shorterNo chance to do better next time if there is a problem

Project Management and the Project ManagerThe project manager functions as a mini-CEO The project manager must have a clear understanding of how the project fits into the overall organizationThis is why broad knowledge is more valuable than technical knowledge Budgets, timetables, and criteria, magnify management problems on projects

The Project Manager ContinuedThe project manager should come into the project earlyWe want him to help produce as much of the project plan as possible This helps insure that the project manager buys into the plansOver time, plans are refined and people are added to the project staff

Functional Management

Figure 3-1

Functional Management ContinuedDepartment heads are usually functional specialists They have the technical skills to evaluate all members of their organization They decide who performs each task and, to a certain degree, how the task is performed That is, they exercise a great deal of control over every aspect of the work that gets performed within their area

Project Management

Figure 3-2

Project Management ContinuedProject managers are usually generalists It would be very unusual for a project manager to have all the technical skills that are used on their projectsThe project manager rarely decides who performs each task and lacks the technical skills to evaluate much of the work performed on the project That is, they exercise very little control over most aspects of the work that gets performed on the project

Comparing Functional & Project ManagersFunctional manager needs technical skills while project manager need negotiation skillsFunctional manager must be skilled at analysis while project manager must be skilled at synthesisFunctional manager uses the analytic approach while project manager uses the systems approachFunctional manager is responsible for a small area while project manager is responsible for the big pictureFunctional manager is a manager while the project manager is a facilitator

Special CasesWhen a project is small, line personnel may be assigned as manager. When conflicts between the line position and the project arise, the project will sufferWhen a line person is assigned as a project manager, conflicts can arise between the line and project for resource assignmentWhen projects are small, a project manager may manage multiple project. This can be a problem when the projects conflict

Project Manager ResponsibilitiesThe parent company The project/clientThe project staff

The Parent CompanyProper usage of resourcesTimely and accurate reportsCovered in detail laterKeep project sponsor informed

The Project / ClientPreserve the integrity of the projectThis may be difficult with all sides wanting changes Keep the client informed of major changes

The Project StaffVery few people will work for the project managerThe team will disband at the end of the project The project manager must look out for everyones future This is in the best interest of the project, otherwise as the project winds down, everyone will be looking after themselves

Special Demands on Project ManagerAcquiring adequate resourcesAcquiring and motivating personnelDealing with obstaclesMaking project goal trade-offsFailure and the risk and fear of failureBreadth of communicationNegotiation

Acquiring Adequate ResourcesProject budgets are usually inadequateThere are resource trade-offs that must be consideredCrises occur that require special resources

Acquiring and Motivating PersonnelMost project workers are borrowed from functional managersThe project manager negotiates for the desired worker butThe project manager wants the best qualified individualThe functional manager decides who to assign

Acquiring and Motivating Personnel ContinuedThe functional manager also decidesThe skill level to assignThe pay and promotion of the worker assigned to the projectAdditionally, the worker will most likely return to the functional manager once the project is finished

Acquiring and Motivating Personnel ContinuedOnce workers are assigned to a project, the project manager must motivate themThe project manager have little or no control over pay and promotionThis is especially true in shorter projects

Dealing with ObstaclesEvery project is uniqueThe project manager will face a series of crisesA big problem is scope creep

Dealing with Obstacles ContinuedEarly problems associated with resourcesLater problems are associated withLast-minute schedule and technical changesWhat happens to the team when the project is completed

Making Project Goal Trade-OffsTrade-offs involveCostTimePerformanceMultiple projectsProject goals and organizational goalsProject, firm, career

Failure and the Risk and Fear of FailureWell understood projects (Type 1)Appear simpleNatural flow introduces problemsPoorly understood project (Type 2)Many difficulties early onMost are planning problemMay have psychic consequences

Breadth of CommunicationWhy the project existsSome projects failTop management support neededInformation network neededMust be flexible

NegotiationsAcquiring adequate resourcesMotivating personnelDealing with obstaclesMaking project goal trade-offsHanding failureMaintaining communication

Selecting the Project ManagerCredibilitySensitivityLeadership, ethics, and management styleAbility to handle stress

CreditabilityTechnical credibilityAdministrative credibility

SensitivityPolitical sensitivityInterpersonal sensitivityTechnically sensitivity

Leadership, Ethics, and Management StyleLeadershipStrong sense ethicsA management style that fits the project

Ability to Handle StressNo consistent proceduresToo much to doHigh need to achieveOrganizations in change

Problems of Cultural DifferencesProject managers must adapt to the social/cultural environment in which they are workingsThis is especially true when the project is in another countryThere can be real problems on international projects when a cultures opinion of some group are different from the firms

Aspects of CultureTechnologyInstitutionsLanguageAesthetic values

Culture and the ProjectTimeStaffing projectsKnowledge of people

Impact of Institutional EnvironmentsSocioeconomic environmentLegal environmentBusiness cycle as an environmentTechnologically environment

Socioeconomic EnvironmentMust deal with the local governmentLocal government is interested in its citizensMust honor local customs

Legal EnvironmentDifferent countries/regions have different legal structuresThe project must conform to those lawsProjects may also have to conform to US laws

Legal Environment ContinuedOwnership of the projectPatentsCopyrightsTrademarksTrade secrets

The Business Cycle as an EnvironmentThe business environment can be very different in various countriesThe general economic environment can also be differentCost of livingUnemploymentAverage incomeWork day

Technological EnvironmentThe US is very technologically advancedSome other countries are less advancedThis affects the technology available for the projectIt affects the local workers ability to understand and use technology

Multicultural Communications and Management BehaviorCultural differences have a tremendous impact on project personnelDifferences in value systems present problems to project personnelThe logistics of relocating project personnel on international projects is hugeThis is especially true in developing countriesLarge distances constrain travelJust getting to a meeting may take daysLanguage and educational differences present communication problems