Ch. 3 The Project Manager (PM) Project management and the PM Special demands on the PM Selecting the PM Cultural differences Impact of institutional environment Multicultural communications and managerial behavior

Ch. 3.1: Functional and Project Manager Compared Functional Manager: Project Manager:

Ch. 3.1: Functional and Project Manager Compared Functional Manager Project Manager Approach Analyst Generalist Style Expert Facilitator Responsibility Technology & Resources Results

Ch. 3.1: The Systems Approach Definition of System: A set of interrelated components that accepts input and produces output in a purposeful manner Keyword: PURPOSEFUL (involving humans in some way) The “Systems Approach” does not only consider the individual parts that make up the system, but also the system AS A WHOLE, recognizing that the system is MORE than the sum of it’s individual parts

Ch 3.1: The PM As a Generalist: WHAT needs to be done? WHEN must it be done? HOW are the required resources to be obtained?

Ch 3.1: The PM As a Facilitator Separation of project from functional management structure of firm (avoid being micromanaged)

Ch. 3.1: Project Management and the Project Manager Ad-hoc (essentially disorganized) Abbreviated (some processes exist) Organized (standardized processes) Managed (measured processes) Adaptive (continuous improvement)

Ch. 3.2: Special Demands on Project Manager Acquiring Adequate Resources Acquiring and Motivating Personnel Dealing with Obstacles Making Project Goal Trade-offs Failure and the Risk and Fear of Failure Breadth of Communications

Ch. 3.2: Reasons Why Projects Are Under-Budgeted Project proposers optimism Purposeful underestimates Uncertainty of project environment PM Response: Scramble, Elicit aid, Work late, Wheedle, Threaten, Do whatever necessary!

Ch 3.2: Acquiring Personnel - Concerns Concerns by Functional Manager: PM chooses FM’s best workers for project Project more glamorous than steady functional duties Concerns by Acquired Team Member: FM controls evaluation, salary & promotion

Ch. 3.2: Characteristics of Effective Team Members High-quality technical skills Political sensitivity Strong problem orientation Strong goal orientation High self-esteem

Ch 3.2: Project Obstacles At the beginning of Project: Resource paring by upper management Towards end of project: Last minute project changes Future careers of team members

Ch 3.2: Project Goal Trade-offs Relative Importance of Project Objectives During Different Phases of the Project Life Cycle

Ch 3.2 Risks, Fears, Failure Smooth start Problems late in Life Cycle Type 1: Routine Projects Type 2: Non-routine Proj. Smooth start Problems late in Life Cycle Not organized to handle unexpected crises Planning problems Failure to define requirements and specifications

Ch 3.2: Communication Issues Liaison to outside world and arbitration of internal team problems (If necessary) post mortem on failed projects Supportive interaction with top management Building a solid information network Flexibility in resource trade-offs

Ch. 3.3: Selecting the PM – Desirable Characteristics Strong technical background Hard-nosed manager Mature Currently available On good terms with senior executives Keeps project team happy Experience in several different departments Walks on water

Ch. 3.3: Selecting the PM – MOST Desirable Characteristic Drive to complete task

Ch 3.3 PM Credibility - Technical Reasonable understanding of the base technology Ability to explain project technology to stakeholders Accurate interpretation of client needs to project team

Ch 3.3: PM Credibility - Administrative To senior management: Affirm that project reports are accurate and timely To project team: Make sure material, equipment, labor are available when needed

CH. 3.3 PM Sensitivity Political Interpersonal: Recognize and resolve conflicts before they erupt Detective: Recognize cover-up of failure by team members

Ch. 3.3 Leadership - Interpersonal Interpersonal influence, exercised in situations and directed through the communications process, towards the attainment of a specific goal or goals + Enthusiasm, optimism, energy, tenacity, courage, maturity

Ch 3.3 Leadership – Ethical Missteps “wired” bids “buy-in” with intent to amend lateron kickbacks “covering” for team members “shortcuts” substandard material compromising safety violating standards consultant biased

Ch 3.3 PMI Code of Ethics Maintain High Standards of personal and professional conduct Work Action Items Employer and Clients Relations Responsibilities to Community

Ch 3.3: Management Style Technological Uncertainty System Complexity Low tech  rigid Medium tech  moderately firm High tech  moderately flexible Very high tech  highly flexible Assembly  informal System  formal Array  highly formal

Ch 3.3: PM Stress Factors Lack of consistent set of procedures to manage project Too much work Need for high achievement Parent organization in upheaval

Ch 3.4: Source of Cultural Differences Nationality Socioeconomic environment Type of Industry Geographical regions within a country Divisions within a corporation

Ch 3.4: The Four Pillars of Culture Technology: Attitudes toward work, food preparation Institutions: Religion, Family, Government Language: Connotative meaning of words Art: Glue that holds culture together

Ch. 3.4: Culture Clashes North America Latin America Asia Tardiness Not acceptable Normal Loss of face Nepotism Discouraged Integration Mandated Non existent Involvement Prerequisite

Ch 3.5 Project Team Neighborhood (Environments) Socioeconomic Environment Legal Environment Business Cycle Environment Technological Environment

Ch 3.5: Socioeconomic Environment Bureaucracy: marked increase outside U.S.A. Ensuring the Good of the Local Economy: no exploitation, reinvestment, local safety rules, employment preference, local traditions honored Discrimination: female PM or “hostile” ethnicity PM may increase the risk of project failure (difficult to use Armenian PM in Turkey)

Ch 3.5: Legal Environment Domestic Foreign Litigation High Low Negotiation Moderate Trust Important Essential Collaboration Catching on The norm Proprietary technology Legally protected Transferred or protected by PM

Ch 3.5: Business Cycle Environment Cycles between Prosperity and Recession Cycle shifted in Timing and Magnitude among different nations During Recession, nations erect protective trade barriers

Ch. 3.5: Technological Environment Local technology is a function of relative cost (supply) of the factors of production Local technology is modified by local traditions, policy and law Local technology needs to be integrated into overall project technology

Ch 3.6: Multicultural Communication Problems PM does not speak local language  Learn it! Illiterate team members  no memos Local supervisors shun “hands-on” experience  PM to demonstrate High regard for teachers  local team members will not correct PM mistakes Team members expect to be asked  PM not voluntarily informed of project status

Ch 3.6: PM Behavior in Multicultural Environment Collegiality (formality of communications) Appropriate way of criticism Project time horizon (short vs. long term) Work ethic Project risk taking Personal risk taking (kidnapping etc) Provide for expatriate needs