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Chap2- Pinto Chap4

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    Chapter 2

    Role of a Project Manager

    Pinto Chap4

    4-1

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    among the people who are needed to achieveorganizational goals.

    Pro ect mana ement is leader intensive!

    4-2

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    Leaders Vs. Managers

    Mana ers have official titles in an or anization

    Leaders focus on interpersonal relationships

    Important differences exist between the two on:

    Creation of purpose OutcomesNetwork development Focus

    4-3

    Execution Time-frame

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    Partnership between project

    1- Exchan e of ur ose :ever member is res onsible for

    defining the projects vision &goals2- A right to Say No: every member has the ability to

    sagree . oos ng argumen s s accep a e , oos ng eright to disagree in not

    3- oint accountabilit : Ever member is res onsible for theprojects outcome and the current situation

    4- Absolute Honesty : all information , good and bad should

    ecome commun y n orma on

    4-4

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    Differences between Managers and Leaders

    4-5Successful Project Managers are successful Project leaders

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    -

    manage both hard technical details and softpeople issues.

    Pro ect mana ers:

    acquire project resources

    motivate and build teams

    have a vision and fight fires

    4-6

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    stage for a variety of reasons:

    Lack of top management sponsor

    requirements understated

    u u

    distrust between top management and project

    4-7manager

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    Motivating and building Teams

    Mold a diverse group of functional experts into a

    collaborative teamMotivation comes from within each of us it can

    not be stimulated solely by an external presence

    Vital Elements in the PM job description :

    Ability to recognize talent

    Recruit it

    4-8

    Apply the necessary motivational techniques

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    Having a vision and fighting Fires

    PM should be comfortable with both technical and

    behavioral problemsPM should be a strate ic visionar and a da to

    day firefighter

    The balance between focusing on dealing with the

    daily challenges and keeping an eye on the

    overall picture and the goals of the project

    4-9

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    Communication

    It is critical for a project manager to maintain strong

    contact with all stakeholders

    One of the most critical means by which PM cancommunicate is through their ability to run productivemeetings with the stakeholders that serve to:

    Define the ro ect and ma or team la ers Provide an opportunity to revise , update and add all necessary

    info

    success

    Increase the stakeholders commitment through participation in

    4-10

    Provide a collective opportunity to discuss the project Provide visibility for the PM role in managing the project

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    Task & group maintenance

    4-11

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    Characteristics of PM who lead

    4-12

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    Stakeholders are all individuals or groups who havean ac ve s a e n e pro ec an can po en a y mpac ,

    either positively or negatively, its development.

    Sets of project stakeholders include:

    Top management

    Accountant

    Clients

    Competitors

    er unc ona managers Project team members

    upp ers Environmental, political,

    consumer, and other

    2-13

    n ervenor groups

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    Parent

    OtherFunctional

    Managers

    External

    Environment

    Project Top

    Manager Management

    Project

    TeamAccountant

    2-14

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    leadership reveal these common themes:

    Flexibility to deal with ambiguity and changing situations

    with minimum stress

    Work well with and through their project team

    Skilled at various influence tactics

    4-15

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    4-16

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    Champions do not consistently occupy the

    managers often serve as champions)

    Champions can be:

    entrepreneurs

    go a ers or sponsorsproject managers

    4-17

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    Champion Roles

    4-18

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    9Encourage and reward risk takers

    9Remember the emotional connection of the

    champions to their projects

    9

    4-19

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    leaders success:

    1. Understanding and practicing the power of

    appreciation2. Reminding people whats important

    3. Generating and sustaining trust

    4. Aligning with the followers

    4-20

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    many organizations

    o There is a critical need to upgrade the skillso curren pro ec wor ers

    o Project managers and support personnel needdedicated career paths

    4-21

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    Match personalities with project work

    Formalize commitment to project work with training

    Develop a unique reward system for project

    management that differentiates it from normal

    unc ona rewar sc e ues

    Identif a distinct career ath for ro ect

    4-22professionals

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