The Manager, the Organizer and the Team2-1

2-2

Selecting the project manager Roles / responsibilities of a project manager Project management as a profession Project Management Institute (PMI) Meetings The project team

InitiateInitiate

PlanPlan

ExecuteExecute Monitor

AndControl

MonitorAnd

Control CloseClose

Stages or Process Groups in the Project Life Cycle

2-3

When is the PM appointed?

Who is the PM responsible to?

Who should be appointed as the PM?

Manager

Facilitator

Communicator

2-4

Doing whatever it takes to get the job done Acquiring resources

Funds, personnel, other resources Fighting fires and obstacles Providing leadership Making tradeoffs between project goals Negotiating and persuading Resolving conflicts

2-5

2-6

Schedule

Co

st

Performance

Sch

ed

ule

Cost

Pe

rfo

rma

nce

Leadership ability Communication skills Ability to develop

people Team-building skills Interpersonal skills Ability to handle

stress

Planning skills Organizational skills Problem-solving skills Administrative skills Conflict resolution

skills Time management

skills

2-7

• Communication• Negotiation• Problem Solving• Influencing• Leadership

• Three CharacteristicsKnowledgePerformancePersonal

2-8

2-9

Communication Paths Between a Project’s Parties-At-Interest

Senior Management

Project Team

Outside Interested

Party

PMClient

Strong focus on “finishing the job” Good at flexibility and adaptability Willing to make decisions Credibility is critical (technical &

administrative) Strong sense of ethics Political and personal sensitivity Effective leadership skills (can motivate) Participative style of management Ability to handle stress

2-10

Gain experience on the job work on project teams, manage small projects, work

in different job areas to get breadth of experience Seek out feedback from others; look for a mentor Conduct a self-evaluation; learn from mistakes Interview senior or star project managers Participate in training programs Join PMI, Toastmasters, other organizations Read journals, magazines, books on Project Mgmt. Volunteer with charities to gain some skills

2-11

Two researchers conducted many interviews with senior project managers in which they asked a simple question:

“What information were you never given as a novice project manager that, in retrospect, could have made your job easier?”

The results were summarized into 12 rules for new PMs.

Source: J. Pinto and O. Kharbanda, “Lessons for an Accidental Profession,” Business Horizons, March-April 1995.

2-12

1. Understand the problems, opportunities, and expectations of a project manager.

2. Recognize that project teams will have conflicts, but this is a natural part of group development.

3. Understand who the stakeholders are and their agendas.

4. Realize that organizations are very political and use politics to your advantage.

5. Realize that project management is “leader intensive” but that you must be flexible.

2-13

6. Understand that project success is defined by four components: budget, schedule, performance criteria, and customer satisfaction.

7. Realize that you must build a cohesive team by being a motivator, coach, cheerleader, peacemaker, and conflict resolver.

8. Notice that your team will develop attitudes based on the emotions you exhibit—both positive and negative.

2-14

9. Always ask “what-if” questions and avoid becoming comfortable with the status of the project.

10. Don’t get bogged down in minutiae and lose sight of the purpose of the project.

11. Manage your time efficiently.

12. Above all, plan, plan, plan.

2-15

The PM attends many meetings, some of which they lead, or manage.

Since a PM’s time is valuable, managing meetings efficiently and effectively is a desirable skill.

There are many tips that are helpful in becoming an effective meeting manager.

Why have a meeting?

2-16

www.pmi.org

2-17

2-18

2-19

Purpose: PMI is a professional organization dedicated to the development and promotion of the field of project management.

• PMP Certification (Project Mgmt. Professional)• Dallas and Fort Worth each have a PMI chapter• Project Management Body of Knowledge • Job listings, publications, web links• Code of Ethics for Project Management

2-20

2-21

•Competent•Politically sensitive•Problem and goal oriented•High self-esteem•Interests•Experience

•Availability•Cost

First State Bank case Divide into small groups Each group assigned Bob Dixon or Jim Mason Read first 2 paragraphs plus section on your

assigned person (5 min.) Within your group, develop a set of reasons

supporting why your assigned person (Bob or Jim) should be the project manager (20 min.)

2-22