OPMA 5364 Project Management Part 2 Project Managers

Topic Outline: Project Managers Selecting the project manager Roles of a project manager Project manager responsibilities Characteristics of an effective project manager Project manager challenges Project manager rewards Project manager selection exercise Project Management Institute (PMI) Tips for managing meetings Part 2 - Project Managers

Part 2 - Project Managers Project Manager (PM) When is the PM appointed? Who is the PM responsible to? Who should be appointed as the PM? a technical expert? whoever is available at the moment? someone with good organizational skills? Part 2 - Project Managers

Project Stakeholders & Participants Customer/Client Project sponsors Top management Project team Subcontractors and vendors Administrative support groups (HR, IT, Purchasing) Functional managers Other project managers in the company Government agencies and other organizations Part 2 - Project Managers

Functional vs. Project Managers Functional Manager Expert in functional area Full authority over employees Competes for resources with other functional dept. Knows subordinates very well Functional environment is fairly stable & people are comfortable in their jobs Project Manager May not be expert in any area May have limited authority over employees Competes for resources with other projects May not have known subordinates very long Project environment is temporary & people expect changes Part 2 - Project Managers

Part 2 - Project Managers Roles of a PM Manager oversees and manages the work and the employees Facilitator ensures that all resources and work are available when needed and that any problems are resolved Communicator must effectively communicate with senior management, client, project team, and other participants (vendors, dept. managers, etc.) as needed (which is frequently) Part 2 - Project Managers

Part 2 - Project Managers Roles of a PM Politician knows how to “get things done”, how to “work the system”, how to get people to cooperate, how to influence others Negotiator skilled at getting what is needed for the project to succeed: negotiate with senior mgmt. for more resources, negotiate with functional manager to get a particular project team member or to use a functional resource, negotiate with vendor for shorter lead time, negotiate with client about project goal changes Part 2 - Project Managers

PM’s Responsibilities 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 Part 2 - Project Managers

Part 2 - Project Managers Helpful Skills for a PM 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 Part 2 - Project Managers

Desirable Characteristics of a PM 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 Part 2 - Project Managers

How To Develop Good PM Skills 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 Part 2 - Project Managers

Project Manager Challenges Dealing with many conflicts of opinions & interests Handling job stress Making goal tradeoffs when things go poorly Staying within the budget Meeting the project deadline Achieving all desired project outcomes Keeping all stakeholders happy Time management Balancing work time and family time (hrs/week) Part 2 - Project Managers

Project Manager Rewards Satisfaction of seeing final outcome and resulting benefits to the company Satisfaction of making stakeholders happy Good visibility for successful project manager Opportunities for advancement, more responsibilities Professional growth; enhanced career value Financial rewards: bonus, salary increase Part 2 - Project Managers

12 Rules for Project Managers 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. Part 2 - Project Managers

12 Rules for Project Managers Understand the problems, opportunities, and expectations of a project manager. Recognize that project teams will have conflicts, but this is a natural part of group development. Understand who the stakeholders are and their agendas. Realize that organizations are very political and use politics to your advantage. Realize that project management is “leader intensive” but that you must be flexible. Part 2 - Project Managers

12 Rules for Project Managers Understand that project success is defined by four components: budget, schedule, performance criteria, and customer satisfaction. Realize that you must build a cohesive team by being a motivator, coach, cheerleader, peacemaker, and conflict resolver. Notice that your team will develop attitudes based on the emotions you exhibit—both positive and negative. Part 2 - Project Managers

12 Rules for Project Managers Always ask “what-if” questions and avoid becoming comfortable with the status of the project. Don’t get bogged down in minutiae and lose sight of the purpose of the project. Manage your time efficiently. Above all, plan, plan, plan. Part 2 - Project Managers

Part 2 - Project Managers PM Selection Exercise 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.) Part 2 - Project Managers

Project Management Institute (PMI) Purpose: PMI is a professional organization dedicated to the development and promotion of the field of project management. Founded in 1969 1990 7,500 members 1995 17,000 2000 60,000 2003 100,000 (reached this # in Jan. 2003) Now >100,000 in more than 135 countries Part 2 - Project Managers

PMI Available Resources PMP Certification (Project Mgmt. Professional) Dallas and Fort Worth each have a PMI chapter www.pmi.org Project Management Body of Knowledge PMBOK Guidebook—2004 edition, 250 pages currently in draft form that you can download Job listings, publications, web links Code of Ethics for Project Management Part 2 - Project Managers

Part 2 - Project Managers PMI Code of Ethics Preamble: In the pursuit of the project management profession, it is vital that PMI members conduct their work in an ethical manner in order to earn and maintain the confidence of team members, colleagues, employees, employers, customers/clients, the public, and the global community. Part 2 - Project Managers

Part 2 - Project Managers PMI Code of Ethics As professionals in the field of project management, PMI members pledge to uphold and abide by the following: I will maintain high standards of integrity and professional conduct I will accept responsibility for my actions I will continually seek to enhance my professional capabilities I will practice with fairness and honesty I will encourage others in the profession to act in an ethical and professional manner Part 2 - Project Managers

Part 2 - Project Managers Meetings 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 Part 2 - Project Managers

Part 2 - Project Managers Meetings If run properly, meetings can be an effective way to discuss issues and make decisions Some guidelines for effective meetings: Don’t hold meetings for the purpose of sharing information that can be provided in a report Distribute agenda in advance. Why? Start and stop on time. Why? How can you encourage people to be on time? Chair of meeting is responsible for the minutes Avoid excessive formality at project meetings Part 2 - Project Managers

Part 2 - Project Managers Meetings Assume that a project team is going to meet to discuss issues and recommend actions. Who should attend the meeting? Who should chair the meeting? Where should the meeting be held? How long should the meeting last? What should be the outputs of the meeting? When should they meet again? Part 2 - Project Managers

Part 2 - Project Managers Managing Meetings How should the meeting chair stop one person from dominating discussions? How can the meeting chair solicit input from quieter members? Why should they? Different points of view are beneficial to discuss, but what should the chair do if two people start arguing and create tension? How can chair handle “stupid” suggestions? Part 2 - Project Managers

Controlling the Meeting During a team meeting to discuss issues and make decisions, how much should the chair talk? Why? If the chair favors a particular point of view, when should that be made known in the discussion? Why? How can the chair bring each issue to a positive finish? Why is this important? Part 2 - Project Managers

Part 2 - Project Managers The Meeting Agenda How long should it be? How long before the meeting should it be distributed? What information should be included about each agenda item? How should agenda items be sequenced? What is the benefit of labeling agenda items as “informational”, “for discussion”, or “action item”? Part 2 - Project Managers

Structuring Discussion of an Item For items needing discussion and a decision: What is the problem? What is the background information? What might have caused the problem? What are some potential solutions? Select the best solution. Chair should keep discussion focused on this framework Part 2 - Project Managers

Dealing with Discussions Questions seek and answers supply: information opinions suggestions Which is usually most valuable? Why? The more suggestions the better No suggestions are “stupid”, but some may need clarification or further development Part 2 - Project Managers

Part 2 - Project Managers Minutes of the Meeting Chair is responsible that minutes be taken All attendees and absentees at the meeting should be listed. Why? Minutes should list results of each item discussed. Why? Items requiring action should be indicated, along with who is responsible for follow-up Minutes should be distributed reasonably soon after the meeting. Why? Part 2 - Project Managers

Final Thoughts on Meetings Meetings can serve a useful purpose Meetings can also be a waste of time The chair of the meeting is responsible for the meeting being effective and efficient The chair should value the time of everyone involved Effective meeting management is a skill Attending workshops on managing meetings can be helpful Part 2 - Project Managers

Helpful Meeting Suggestions Does anyone have any helpful suggestions or tips for running meetings more effectively and efficiently? Part 2 - Project Managers