Prepared by Scott M. Shafer, Updated by William E. Matthews and Thomas G. Roberts, William Patterson University Copyright 2007 John Wiley & Sons, Inc.2-1 Mantel, Meredith, Shafer, and Sutton John Wiley and Sons, Inc.

 Manager-as-Supervisor Versus Manager- as-Facilitator  Systems Approach Versus Analytical Approach suboptimization  Must ensure project team members have appropriate knowledge and resources  Micromanagement Copyright 2007 John Wiley & Sons, Inc.2-2

Communication Paths Between a Project’s Parties-At-Interest Copyright 2007 John Wiley & Sons, Inc.2-3 Senior Managemen t Project Team Outside Interested Party PM Client

 Geographically Dispersed Projects  Communication via web telephone video conferenc ing Copyright 2007 John Wiley & Sons, Inc.2-4

“ Never let the boss be surprised ” Copyright 2005 John Wiley & Sons, Inc.2-5

 Acquiring Resources getting necessary quantity and quality can be key challenge  Fighting Fires and Obstacles  Leadership and Making Trade-Offs Copyright 2007 John Wiley & Sons, Inc.2-6

 Negotiation  Conflict Resolution  Persuasion  Avoiding “Irrational Optimism ” Copyright 2007 John Wiley & Sons, Inc.2-7

 Credibility - The PM is believable technical credibility administrative credibility  Sensitivity - Politically Astute and Aware of Interpersonal Conflict  Leadership, Style, Ethics - Ability to Direct Project in Ethical Manner Copyright 2007 John Wiley & Sons, Inc.2-8

 Project Management Institute More than 240,000 members, in over 160 countries.  Project Management Body of Knowledge (PMBOK)  Project-Oriented Organization Copyright 2007 John Wiley & Sons, Inc.2-9

 Emphasis on Time-to-Market  Need for Specialized Knowledge from a Variety of Areas  Explosive Rate of Technological Change  Accountability and Control Copyright 2007 John Wiley & Sons, Inc.2-10

Copyright 2007 John Wiley & Sons, Inc.2-11 President Project Manager Manager Project A Manager Project B VP Marketing VP Manufacturing VP R&D Marketing Manufacturing R&D Human Resources Marketing Manufacturing R&D Human Resources

 Advantages Effective and efficient for large projects Resources available as needed Broad range of specialists Short lines of communication  Drawbacks Expensive for small projects Specialists may have limited technological depth May require high levels of duplication for certain specialties Copyright 2007 John Wiley & Sons, Inc.2-12

Copyright 2007 John Wiley & Sons, Inc.2-13 President Manufacturing Project MarketingR & D Human Resources Finance

 Advantages technological depth  Drawbacks lines of communication outside functional department slow technological breadth project rarely given high priority Copyright 2007 John Wiley & Sons, Inc.2-14

Copyright 2007 John Wiley & Sons, Inc.2-15 President Program Manager PM1 PM2 PM3 Manufacturing Marketing 1 ½ 4 1/2 Finance ½ ¼ 3 R&D 4 1 ½ 1/2 Human Resources ½ ¼ 1

 Advantages flexibility in way it can interface with parent organization strong focus on the project itself contact with functional groups minimizes projectitis ability to manage fundamental trade-offs across several projects  Drawbacks violation of the Unity of Command principle complexity of managing full set of projects conflict Copyright 2007 John Wiley & Sons, Inc.2-16

Copyright 2007 John Wiley & Sons, Inc.2-17 President Project M FinanceEngineering Project Z Manufacturing

 Technically Competent  Politically Sensitive  Problem Oriented  Goal Oriented  High Self-Esteem Copyright 2007 John Wiley & Sons, Inc.2-18

 Weak (Functional) Matrix PM has no direct reports Ability to communicate directly with team members important  Matrix Projects Important to maintain good morale Project Office Copyright 2007 John Wiley & Sons, Inc.2-19

 Life Cycle Phase  Name-Only Team  Interpersonal Conflict Copyright 2007 John Wiley & Sons, Inc.2-20

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