The Manager, the Organizer and the Team 2-1

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 InitiatePlanExecute Monitor And Control Close 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 Cost Performance Schedule Cost Performance

 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 Characteristics Knowledge Performance Personal 2-8

2-9 Communication Paths Between a Project’s Parties-At-Interest Senior Management Project Team Outside Interested Party PM Client

 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

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

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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