THE PROJECT MANAGERTHE PROJECT MANAGER

Year 3 Project ManagementYear 3 Project Management

Dr. Margaret NelsonDr. Margaret NelsonMI-06MI-06

Ext 3431Ext 3431

MODULE OUTLINEMODULE OUTLINE

7.7. The Project ManagerThe Project Manager

8.8. The Project TeamThe Project Team

9.9. The Project OrganisationThe Project Organisation

10.10. Various Approaches to Project MgtVarious Approaches to Project Mgt

11.11. Project Mgt Tools & TechniquesProject Mgt Tools & Techniques

12.12. Project Risk ManagementProject Risk Management

13.13. Project Performance and EvaluationProject Performance and Evaluation

LECTURE OUTLINELECTURE OUTLINE

PM Roles & ResponsibilitiesPM Roles & ResponsibilitiesPM Skills & AttributesPM Skills & Attributes

– LeadershipLeadership

Professional AssociationsProfessional Associations

WHAT IS PM?WHAT IS PM?

Project managementProject management is is The application of knowledge, skills, tools and The application of knowledge, skills, tools and

techniques to project activities in order to meet techniques to project activities in order to meet stakeholder’s needs and expectations from a project stakeholder’s needs and expectations from a project (PMBOK, In Burke, 2003)(PMBOK, In Burke, 2003)

The discipline of defining and achieving targets while The discipline of defining and achieving targets while optimizing the use of resources (time, money, people, optimizing the use of resources (time, money, people, space, etc). Thus, it could be classified into several space, etc). Thus, it could be classified into several models: time, cost, scope, and intangibles (Wikipedia)models: time, cost, scope, and intangibles (Wikipedia)

Involves avoiding problems. It is about tackling new Involves avoiding problems. It is about tackling new ground, taking a group of people and trying to achieve ground, taking a group of people and trying to achieve some very clear objective quickly & efficiently (Reiss, some very clear objective quickly & efficiently (Reiss, 1995)1995)

WHAT IS A WHAT IS A PROJECT?PROJECT?

““A human activity that achieves a clear objective against a A human activity that achieves a clear objective against a time scale” (Reiss, 1995)time scale” (Reiss, 1995)

“ “ A complex, non-routine, one-time effort limited by time, A complex, non-routine, one-time effort limited by time, budget, resources and performance specifications budget, resources and performance specifications designed to meet customer needs” (Gray & Larson, designed to meet customer needs” (Gray & Larson, 2006)2006)

CharacteristicsCharacteristics One clear objectiveOne clear objective A fixed time scaleA fixed time scale A team of peopleA team of people No practice or rehearsalNo practice or rehearsal ChangeChange

PM ELEMENTSPM ELEMENTS

Project InitiationProject InitiationRoles & ResponsibilitiesRoles & Responsibilities

Project PlanningProject PlanningEstimating and BudgetingEstimating and Budgeting

Managing RiskManaging RiskControlling the ProjectControlling the ProjectManaging QualityManaging QualityManaging ChangeManaging Change

Reviewing the ProjectReviewing the Project

Project BackgroundProject Background

Defining the Project Defining the Project

Planning the ProjectPlanning the Project

Implementing the ProjectImplementing the Project

Evaluation and ReviewEvaluation and Review

PROJECT PROJECT MANAGERMANAGER““the individual responsible for delivering the individual responsible for delivering

the project” (OGC)the project” (OGC)– Single point of responsibilitySingle point of responsibility

Leads and manages the project team, with Leads and manages the project team, with the authority and responsibility to run the the authority and responsibility to run the project on a day-to-day basis project on a day-to-day basis

Essential that the skills and experience of Essential that the skills and experience of the Project Manager are matched to the the Project Manager are matched to the requirements of the project. requirements of the project.

Manages temporary, non-repetitive activities and Manages temporary, non-repetitive activities and frequently acts independently of the formal frequently acts independently of the formal organization.organization.– Marshals resources for the project.Marshals resources for the project.– Is linked directly to the customer interface.Is linked directly to the customer interface.– Provides direction, coordination, and integration to the Provides direction, coordination, and integration to the

project team.project team.– Is responsible for performance and success of the project.Is responsible for performance and success of the project.

Must induce the right people at the right time to Must induce the right people at the right time to address the right issues and make the right address the right issues and make the right decisions.decisions.

PROJECT PROJECT MANAGER (2)MANAGER (2)

THE PM TRIANGLETHE PM TRIANGLE

To be effective the To be effective the Project Manager needs Project Manager needs to be able to control to be able to control three aspects of the three aspects of the project:project:

Delivers on timeDelivers on time

Within budgetWithin budget

To the agreed qualityTo the agreed quality

Time

CostQuality

PROJECT PROJECT ENVIRONMENT MODELENVIRONMENT MODEL

Source: Burke, R (2003)

PM ROLESPM ROLES

Defining Project MissionDefining Project Mission Managing StakeholdersManaging Stakeholders Managing ResourcesManaging Resources

– PhysicalPhysical– PeoplePeople– FinancialFinancial

Managing the ScopeManaging the Scope Managing TimeManaging Time Managing the Supply ChainManaging the Supply Chain Managing the Project Life CycleManaging the Project Life Cycle Managing the ProcessManaging the Process Managing Conformance, H & SManaging Conformance, H & S Managing Risk and UncertaintyManaging Risk and Uncertainty Managing Project InformationManaging Project Information Managing PerformanceManaging Performance Project EvaluationProject Evaluation

– Audit and ReviewAudit and Review

RESPONSIBILITIESRESPONSIBILITIES

Designing and applying an appropriate project management Designing and applying an appropriate project management framework for the project (using relevant project standards) framework for the project (using relevant project standards) incorporating the Gateway review process if requiredincorporating the Gateway review process if required

Managing the production of the required deliverablesManaging the production of the required deliverables Planning and monitoring the projectPlanning and monitoring the project Resource PlanningResource Planning Adopting any delegation and use of project assurance roles within Adopting any delegation and use of project assurance roles within

agreed reporting structuresagreed reporting structures Preparing and maintaining the Project Plan (or Project Execution Preparing and maintaining the Project Plan (or Project Execution

Plan), Stage and Exception Plans as requiredPlan), Stage and Exception Plans as required Manage project risks, including the development of contingency Manage project risks, including the development of contingency

plansplans Liaison with programme management (if the project is part of a Liaison with programme management (if the project is part of a

programme) and related projects to ensure that work is neither programme) and related projects to ensure that work is neither overlooked nor duplicatedoverlooked nor duplicated

Overall progress and use of resources, initiating corrective action Overall progress and use of resources, initiating corrective action where necessarywhere necessary

Change control and any required configuration managementChange control and any required configuration management Reporting through agreed reporting lines on project progress Reporting through agreed reporting lines on project progress

through Highlight Reports and stage assessmentsthrough Highlight Reports and stage assessments Liaison with appointed project assurance roles to assure the overall Liaison with appointed project assurance roles to assure the overall

direction and integrity of the projectdirection and integrity of the project Adopting technical and quality strategy /Adopting technical and quality strategy / Identifying and obtain any support and advice required for the Identifying and obtain any support and advice required for the

management, planning and control of the projectmanagement, planning and control of the project Managing project administrationManaging project administration Conducting end project evaluation to assess how well the project Conducting end project evaluation to assess how well the project

was managed [nb ‘post project’ is different from ‘end of project’] and was managed [nb ‘post project’ is different from ‘end of project’] and preparing and end-project reportpreparing and end-project report

Preparing a Lessons Learned reportPreparing a Lessons Learned report Preparing any follow-on action recommendations as requiredPreparing any follow-on action recommendations as required

RESPONSIBILITIES RESPONSIBILITIES (2)(2)

McGraw Hill/Irwin

(2006)

DIMENSIONSDIMENSIONS

SKILLS & SKILLS & ATTRIBUTESATTRIBUTES Apply standard project management approaches to the Apply standard project management approaches to the

specific requirements of the projectspecific requirements of the project Direct, manage and motivate the project teamDirect, manage and motivate the project team Develop and maintain an agreed project plan and Develop and maintain an agreed project plan and

detailed stage plan(s)detailed stage plan(s) Tailor expert knowledge to meet specific circumstancesTailor expert knowledge to meet specific circumstances Plan and manage the deployment of resources to meet Plan and manage the deployment of resources to meet

project milestonesproject milestones– PhysicalPhysical– PeoplePeople– FinancialFinancial

Build and sustain effective communications with Build and sustain effective communications with other roles involved in the project as required other roles involved in the project as required

Apply quality management principles and Apply quality management principles and process.process.

Be able to anticipate eventsBe able to anticipate eventsBe able to re-evaluate the plan to ensure access Be able to re-evaluate the plan to ensure access

to resourcesto resourcesArrange effective interfaces between the project Arrange effective interfaces between the project

and base organisationand base organisationMust be able to plan, negotiate, motivate, Must be able to plan, negotiate, motivate,

inspire, and concludeinspire, and conclude

SKILLS & SKILLS & ATTRIBUTES (2)ATTRIBUTES (2)

Changes in the organization’s mission and Changes in the organization’s mission and strategystrategy

– Project managers must respond to changes with Project managers must respond to changes with appropriate decisions about future projects and appropriate decisions about future projects and adjustments to current projects.adjustments to current projects.

– Project managers who understand their Project managers who understand their organization’s strategy can become effective organization’s strategy can become effective advocates of projects aligned with the firm’s advocates of projects aligned with the firm’s mission.mission.

PROJECT MANAGERS & PROJECT MANAGERS & THE STRATEGIC THE STRATEGIC MANAGEMENT PROCESSMANAGEMENT PROCESS

ESSENTIAL ESSENTIAL CHARACTERISTICS OF A CHARACTERISTICS OF A PROJECT MANAGERPROJECT MANAGER

Leadership - the manner and approach of providing Leadership - the manner and approach of providing direction, implementing plans, and motivating people. direction, implementing plans, and motivating people. Managerial ability (PM experience?)Managerial ability (PM experience?)EnthusiasmEnthusiasmCommitment Commitment TenacityTenacityInterpersonal/People SkillsInterpersonal/People Skills

– Motivator, communicator, facilitator and politician, inspire and Motivator, communicator, facilitator and politician, inspire and command respectcommand respect

FlexibleFlexible

Expertise in the area of the Project?Expertise in the area of the Project?

TRAITS & SKILLSTRAITS & SKILLS

1.1. Systems thinkerSystems thinker2.2. Personal integrityPersonal integrity3.3. ProactiveProactive4.4. High stress toleranceHigh stress tolerance5.5. General business perspectiveGeneral business perspective6.6. Good communicatorGood communicator7.7. Effective time managementEffective time management8.8. Skillful politicianSkillful politician9.9. Optimist Optimist (Gray & Larson, 2006)(Gray & Larson, 2006)

LEWIN’S LEWIN’S LEADERSHIP STYLESLEADERSHIP STYLES

Autocratic Autocratic – When the leader tells employees what they want done and how When the leader tells employees what they want done and how

they want it done, without getting the advice of their followers they want it done, without getting the advice of their followers – Does not include bossing people aroundDoes not include bossing people around

Participative or DemocraticParticipative or Democratic– Leader involves the people in the decision-making, although the Leader involves the people in the decision-making, although the

process for the final decision may vary from the leader having process for the final decision may vary from the leader having the final say to them facilitating consensus in the group. the final say to them facilitating consensus in the group.

Laissez FaireLaissez Faire– Minimize the leader's involvement in decision-making, and Minimize the leader's involvement in decision-making, and

hence allowing people to make their own decisions, although hence allowing people to make their own decisions, although they may still be responsible for the outcome they may still be responsible for the outcome

LIKERT’S LIKERT’S LEADERSHIP STYLESLEADERSHIP STYLES

Exploitive Authoritative or AutocraticExploitive Authoritative or Autocratic– Leader has a low concern for people and uses such methods as Leader has a low concern for people and uses such methods as

threats and other fear-based methods to achieve conformance threats and other fear-based methods to achieve conformance Benevolent Authoritative or PaternalisticBenevolent Authoritative or Paternalistic

– Leader adds concern for people to an authoritative position, a Leader adds concern for people to an authoritative position, a 'benevolent dictatorship' is formed 'benevolent dictatorship' is formed

Consultative or DelegativeConsultative or Delegative– The upward flow of information still cautious and rose-tintedThe upward flow of information still cautious and rose-tinted– Leader is making genuine efforts to listen carefully to ideasLeader is making genuine efforts to listen carefully to ideas– Major decisions are still largely centrally made Major decisions are still largely centrally made

Participative or DemocraticParticipative or Democratic– leader makes maximum use of participative methods, engaging leader makes maximum use of participative methods, engaging

people lower down the organization in decision-making people lower down the organization in decision-making

DECISION-MAKING DECISION-MAKING CONTINUUMCONTINUUM

Source: Burke, R (2003)

CONSTRUCTION CONSTRUCTION PROJECT LEADERSHIPPROJECT LEADERSHIP

The challenge :The challenge :– large and dispersedlarge and dispersed

– diverse in education and organisational culturediverse in education and organisational culture

– the dynamics of the project life-cyclethe dynamics of the project life-cycle

Leader’s characteristics Leader’s characteristics – mature mature

– well-educatedwell-educated

– extravert, not introvertextravert, not introvert

– intuitive, not sensingintuitive, not sensing

– thinking, not feelingthinking, not feeling

– high emotional intelligencehigh emotional intelligence

Source: Winch, G

LEADERSHIP LEADERSHIP ATTRIBUTESATTRIBUTES Physical vitality and staminaPhysical vitality and stamina Intelligence and action-oriented judgementIntelligence and action-oriented judgement Eagerness to accept responsibilityEagerness to accept responsibility Task competenceTask competence Understanding of followers and their needsUnderstanding of followers and their needs Skill in dealing with peopleSkill in dealing with people Need for achievementNeed for achievement Capacity to motivate peopleCapacity to motivate people Courage and resolutionCourage and resolution Trustworthiness Trustworthiness DecisivenessDecisiveness Self-confidenceSelf-confidence AssertivenessAssertiveness Adaptability/flexibilityAdaptability/flexibility

John Gardner (1989) On Leadership, New York: Free Press John Gardner (1989) On Leadership, New York: Free Press

PROFESSIONAL PROFESSIONAL AFFILIATIONSAFFILIATIONSAssociation of Project Management - Association of Project Management -

http://www.apm.org.uk/http://www.apm.org.uk/Royal Institution of Chartered Surveyors Royal Institution of Chartered Surveyors

(RICS) – (RICS) – http://www.rics.orghttp://www.rics.orgProject Management Institute (PMI) - Project Management Institute (PMI) -

http://http://www.pmi.org.uk/index.htmlwww.pmi.org.uk/index.html

READING LISTREADING LIST

Anderson, E., Grude, K.V. and Haug, T. (1987), Goal Directed Project Anderson, E., Grude, K.V. and Haug, T. (1987), Goal Directed Project Management (2Management (2ndnd Edition), London: Kogan Page. Edition), London: Kogan Page.

Burke, R. (2003), Project Management Planning and Control Techniques, 4Burke, R. (2003), Project Management Planning and Control Techniques, 4thth Edition, Chichester, UK: John Wiley and Sons Ltd.Edition, Chichester, UK: John Wiley and Sons Ltd.

Gray, C. F. and Larson, E. W. (2006), Project Management: The Managerial Gray, C. F. and Larson, E. W. (2006), Project Management: The Managerial Process, 3Process, 3rdrd Edition, NY: McGraw Hill/Irwin. Edition, NY: McGraw Hill/Irwin.

Murray, M. and Langford, D. (2004), Architect’s Handbook of Construction Murray, M. and Langford, D. (2004), Architect’s Handbook of Construction Project Management, London: RIBA Enterprises.Project Management, London: RIBA Enterprises.

Reiss, G. (1995), Project Management Demystified: Today’s Tools and Reiss, G. (1995), Project Management Demystified: Today’s Tools and Techniques, 2Techniques, 2ndnd Edition, London: Spon Press. Edition, London: Spon Press.

Winch, G, Lecture NotesWinch, G, Lecture Notes http://www.ce.cmu.edu/pmbook/http://www.ce.cmu.edu/pmbook/ http://www.blackwellpublishing.com/winch/case.pdfhttp://www.blackwellpublishing.com/winch/case.pdf http://www.maxwideman.com/guests/index.htmhttp://www.maxwideman.com/guests/index.htm http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Styles/styles.htmhttp://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Styles/styles.htm

ll http://changingminds.org/disciplines/leadership/styles/likert_style.htmhttp://changingminds.org/disciplines/leadership/styles/likert_style.htm http://http://www.nwlink.com/~donclark/leader/leadstl.htmlwww.nwlink.com/~donclark/leader/leadstl.html

Any Questions?Any Questions?

Tutorial 4-6.30 p.m.Tutorial 4-6.30 p.m.

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