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Chapter 2

Role of a Project Manager

Pinto Chap4

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among the people who are needed to achieveorganizational goals.

Pro ect mana ement is leader intensive!

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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

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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

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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

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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

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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

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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

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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

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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

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Characteristics of PM who lead

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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

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n ervenor groups


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Parent

OtherFunctional

Managers

External

Environment

Project Top

Manager Management

Project

TeamAccountant

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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

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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

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Champion Roles

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9Encourage and reward risk takers

9Remember the emotional connection of the

champions to their projects

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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

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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

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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

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