1. Project Management Project Manager
Dr. Tai-Yue Wang
Department of Industrial and Information Management
National Cheng Kung University
Tainan, TAIWAN, ROC
This is a basic course blah, blah, blah…

2. Project Management 6e.
Where We Are Now

3. Introduction Project Personnel includes: A project manager
An assistant project manager (if necessary)
A project (home) office
A project team

4. The Staffing Environment
Staffing questions to ask:
What are the requirements for an individual to become a successful project manager?
Who should be a member of the project team?
Who should be a member of the project office?
What problems can occur during recruiting activities?
What can happen downstream to cause the loss of key team members?

5. The Staffing Environment (Continued)
Project manager’s skills needed:
Honesty and integrity
Understanding of personnel problems
Understanding of project technology
Business management competence
Management principles
Communications
vs Leading?

6. Managing versus Leading a Project
Project Management 6e.
Managing versus Leading a Project
Managing—coping with complexity
Formulate plans and objectives
Monitor results
Take corrective action
Expedite activities
Solve technical problems
Serve as peacemaker
Make tradeoffs among time, costs, and project scope
Leading—coping with change
Recognize the need to change to keep the project on track
Initiate change
Provide direction and motivation
Innovate and adapt as necessary
Integrate assigned resources

7. Influence as Exchange The Law of Reciprocity Quid pro Quo
Project Management 6e.
Influence as Exchange
The Law of Reciprocity
One good deed deserves another, and likewise, one bad deed deserves another.
Quid pro Quo
Mutual exchanges of resources and services (“back-scratching”) build relationships.
Influence “Currencies” (Cohen and Bradford)
Cooperative relationships are built on the exchange of organizational “currencies” (favors).

8. Network of Stakeholders
Project Management 6e.
Network of Stakeholders
FIGURE 10.1

9. Managing Project Stakeholders
Project Management 6e.
Managing Project Stakeholders
Project Management Maxims:
You can’t do it all and get it all done
Projects usually involve a vast web of relationships.
Hands-on work is not the same as leading.
More pressure and more involvement can reduce your effectiveness as a leader.

10. Managing Project Stakeholders
Project Management 6e.
Managing Project Stakeholders
Project Management Maxims:
What’s important to you likely isn’t as important to someone else
Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project.
Remember: project management is tough, exciting, and rewarding—endeavor to persevere.

11. Commonly Traded Organizational Currencies
Project Management 6e.
Commonly Traded Organizational Currencies
Task-related currencies
Resources Lending or giving money, budget increases, personnel, etc.
Assistance Helping with existing projects or undertaking unwanted tasks.
Cooperation Giving task support, providing quicker response time, or aiding implementation.
Information Providing organizational as well as technical knowledge.
Position-related currencies
Advancement Giving a task or assignment that can result in promotion.
Recognition Acknowledging effort, accomplishments, or abilities.
Visibility Providing a chance to be known by higher-ups or significant others in the organization.
Network/ Providing opportunities for linking with others. contacts
TABLE 10.1

12. Organizational Currencies (cont’d)
Project Management 6e.
Organizational Currencies (cont’d)
Inspiration-related currencies
Vision Being involved in a task that has larger significance for the unit, organization, customer, or society.
Excellence Having a chance to do important things really well.
Ethical correctness Doing what is “right” by a higher standard than efficiency.
Relationship-related currencies
Acceptance Providing closeness and friendship.
Personal support Giving personal and emotional backing.
Understanding Listening to others’ concerns and issues.
Personal-related currencies
Challenge/learning Sharing tasks that increase skills and abilities.
Ownership/involvement Letting others have ownership and influence.
Gratitude Expressing appreciation.
TABLE 10.1 (cont’d)

13. The Staffing Environment (Continued)
Project manager’s skills needed:
Alertness and quickness
Versatility
Energy and toughness
Decision-making ability
Ability to evaluate risk and uncertainty
Trading interests of stakeholders

14. Managing Upward Relations
Project Management 6e.
Managing Upward Relations
Project Success = Top Management Support
Appropriate budgets
Responsiveness to unexpected needs
A clear signal to the organization of the importance of cooperation

15. Managing Upward Relations
Project Management 6e.
Managing Upward Relations
Motivating the Project Team
Influence top management in favor of the team:
Rescind unreasonable demands
Provide additional resources
Recognize the accomplishments of team members

16. The Significance of a Project Sponsor
Project Management 6e.
The Significance of a Project Sponsor
Upper management
FIGURE 10.3

17. Selecting the Project Manager: Executive Consideration
Acquire the best available assets and try to improve them
Provide a good working environment for all personnel
Make sure that all resources are applied effectively and efficiently so that all constraints are met, if possible

18. Project Manager Selection
A project manager is given a license to cut across several organizational lines. His activities, therefore, take on a flavor of general management, and must be done well.
Project management will not succeed without good project managers. Thus, if general management sees fit to establish a project, it should certainly see fit to select a good person as its leader.

19. Project Manager Selection (Continued)
A project manager is far more likely to accomplish desired goals if it is obvious that general management has selected and appointed him.

20. Selection Process for Project Manager
Questions to ask:
What are the internal and external sources?
How do we select?
How do we provide career development in project management?
How can we develop project management skills?
How do we evaluate project management performance?

21. Project Manager’s Responsibilities
To produce the end-item with the available resources and within the constraints of time, cost, and performance/technology
To meet contractual profit objectives
To make all required decisions whether they be for alternatives or termination
To act as the customer (external) and upper-level and functional management (internal) communications focal point

22. Project Manager’s Responsibilities (Continued)
To “negotiate” with all functional disciplines for accomplishment of the necessary work packages within the constraints of time, cost, and performance/technology
To resolve all conflicts, if possible

23. Skill Requirement for Project and Program Managers
Team building
Leadership
Conflict resolution
Technical expertise
Planning
Organization
Entrepreneurship

24. Skill Requirement for Project and Program Managers (Continued)
Administration
Management support
Resource allocation

25. Team Building Skills Team members committed to the program
Good interpersonal relations and team spirit
The necessary expertise and resources
Clearly defined goals and program objectives
Involved and supportive top management
Good program leadership

26. Team Building Skills (Continued)
Open communication among team members and support organizations
A low degree of detrimental interpersonal and intergroup conflict

27. Leadership Skills Clear project leadership and direction
Assistance in problem solving
Facilitating the integration of new members into the team
Ability to handle interpersonal conflict
Facilitating group decisions
Capability to plan and elicit commitments
Ability to communicate clearly

28. Leadership Skills (Continued)
Presentation of the team to higher management
Ability to balance technical solutions against economic and human factors

29. Conflict Resolution Skills
Understand interaction of the organizational and behavioral elements in order to build an environment conducive to their team’s motivational needs. This will enhance active participation and minimize unproductive conflict.

30. Conflict Resolution Skills
Communicate effectively with all organizational levels regarding both project objectives and decisions. Regularly scheduled status review meetings can be an important communication vehicle.

31. Conflict Resolution Skills (Continued)
Recognize the determinants of conflict and their timing in the project life cycle. Effective project planning, contingency planning, securing of commitments, and involving top management can help to avoid or minimize many conflicts before they impede project performance.

32. Technical Skills Technology involved
Engineering tools and techniques employed
Specific markets, their customers, and requirements
Product applications
Technological trends and evolutions
Relationship among supporting technologies
People who are part of the technical community

33. Planning Skills Information processing Communication
Resource negotiations
Securing commitments
Incremental and modular planning
Assuring measurable milestones
Facilitating top management involvement

34. Organizational Skills
Defining the reporting relationship
Defining responsibility
Defining lines of control
Defining information needed
Defining program objectives
Opening communication channel
Obtaining senior management supports

35. Special Cases in project Manager Selection
Part-time versus full-time assignments
Several projects assigned to one project manager
Projects assigned to functional managers
The project manager’s role retained by the general manager

36. Selecting the Wrong Project Manager--Risks
The greater the project manager’s technical expertise, the higher the propensity that he will overly involve himself in the technical details of the project.
The greater the project manager’s difficulty in delegating technical task responsibilities, the more likely it is that he will overinvolve himself in the technical details of the project. (Depending upon his expertise to do so).

37. Risks (Continued)
The greater the project manager’s interest in the technical details of the project, the more likely it is that he will defend the project manager’s role as one of a technical specialist.
The lower the project manager’s technical expertise, the more likely it is that he will overstress the non-technical project functions (administrative functions).

38. Next Generation Project Manager
The primary skills needed to be an effective project manager in the 21st century are:
Knowledge of business
Risk management
Integration skill

39. Changing skills needed in the 21st century for the Project Managers

40. How Do Project Managers Spend Their Time?

41. Duties and Job Descriptions (Continued)

42. Duties and Job Descriptions (Continued)

43. Duties and Job Descriptions (Continued)

44. The Organizational Staffing Process
Recruitment Concerns
Line mangers often receive no visibility or credit for a job well done. Be willing to introduce line managers to the customer.
Be sure to show people how they can benefit by working for you or on your project.
Any promises made during recruitment should be documented. The functional organization will remember them long after your project terminates.

45. The Organizational Staffing Process (Continued)
Recruitment Concerns
As strange as it may seem, the project manager should encourage conflicts to take place during recruiting and staffing. These conflicts should be brought to the surface and resolved. It is better for conflicts to be resolved during the initial planning stages than to have major confrontations later.

46. Recruitment Policy
Unless some other condition is paramount, project recruiting policies should be as similar as possible to those normally used in the organization for assigning people to new jobs.
Everyone should be given the same briefing about the project, this rule can be modified to permit different amounts of information to be given to different managerial levels, but at least everyone in the same general classification should get the same briefing. It should be complete and accurate.

47. Recruitment Policy (Continued)
Any commitments made to members of the team about treatment at the end of the project should be approved in advance by general management. No other commitments should be made.
Every individual selected for a project should be told why he or she was chosen.
A similar degree of freedom should be granted all people, or at least all those within a given job category, in the matter of accepting or declining a project assignment.

48. Degrees of Permissiveness
The project is explained and the individual is asked to join and given complete freedom to decline, no questions asked.
The individual is told he will be assigned to the project. However, he is invited to bring forward any reservations he may have about joining. Any sensible reason he offers will excuse him from the assignment.

49. Degrees of Permissiveness (Continued)
The individual is told he is assigned to the project. Only a significant personal or career preference is accepted as a reason for excusing him from joining the project.
The individual is assigned to the project as he would be to any other work assignment. Only an emergency can excuse him from serving on the project team.

50. Staffing Pattern Versus Time
CONSTANT MANPOWER
RELEASE TO OTHER
PROJECTS OR FUNCTIONAL
GROUPS
STAFFING
RAMP UP FROM OTHER
PROJECTS OR FUNCTIONAL
GROUPS
TIME (LIFE CYCLE PHASES)

51. The Project Office -- Organization
FUNCTIONAL MANAGERS
ASST. PROJ. MGRS.
PROJECT
MANAGER
EMPLOYEES
PROJECT OFFICE
PROJECT TEAM

52. Special Problems
Personnel connected with project forms of organization suffer more anxieties about possible loss of employment than members of functional organizations.
Individuals temporarily assigned to matrix organizations are more frustrated by authority ambiguity than permanent members of functional organizations.

53. Special Problems (Continued)
Personnel connected with project forms of organization that are nearing their phase-out are more frustrated by what they perceive to be “make work” assignments than members of functional organizations.
Personnel connected with project forms of organization feel more frustrated because of lack of formal procedures and role definitions than members of functional organizations.

54. Special Problems (Continued)
Personnel connected with project forms of organization worry more about being set back in their careers than members of functional organizations.
Personnel connected with project forms of organization feel less loyal to their organization than members of functional organizations.

55. Special Problems (Continued)
Personnel connected with project forms of organization have more anxieties in feeling that there is no one concerned about their personal development than members of functional organizations.
Permanent members of project forms or organization are more frustrated by multiple levels of management than members of functional organizations.

56. Special Problems (Continued)
Frustrations caused by conflict are perceived more seriously by personnel connected with project with project forms of organization than members of functional organizations.
People trained in single line-of-command organizations find it hard to serve more than one boss.

57. Special Problems (Continued)
People may give lip service to teamwork, but not really know how to develop and maintain a good working team.
Project and functional managers sometimes tend to compete rather than cooperate with each other.
Individuals must learn to do more “managing” of themselves.

58. Assigning Project Managers
Promote the individual in salary and grade and transfer him into project management.
Laterally transfer the individual into project management without any salary or grade increase. If, after three to six months, the employee demonstrates that he can perform, he will receive an appropriate salary and grade increase.

59. Assigning Project Managers (Continued)
Give the employee a small salary increase without any grade increase or a grade increase without any salary increase, with the stipulation that additional awards will be forthcoming after the observation period, assuming that the employee can handle the position.

60. Ethics and Project Management
Project Management 6e.
Ethics and Project Management
Ethical Dilemmas
Situations where it is difficult to determine whether conduct is right or wrong:
Padding of cost and time estimations
Exaggerating pay-offs of project proposals
Falsely assuring customers that everything is on track
Being pressured to alter status reports
Falsifying cost accounts
Compromising safety standards to accelerate progress
Approving shoddy work

61. Ethics and Project Management
Project Management 6e.
Ethics and Project Management
Ethical Dilemmas
Code of conduct
Professional standards and personal integrity

62. Contradictions of Project Management
Project Management 6e.
Contradictions of Project Management
Innovate and maintain stability.
See the big picture while getting your hands dirty.
Encourage individuals but stress the team.
Hands-off/Hands-on.
Flexible but firm.
Team versus organizational loyalties.

63. Traits of an Effective Project Manager
Project Management 6e.
Traits of an Effective Project Manager
Systems thinker
Personal integrity
Proactive
High emotional intelligence (EQ).
General business perspective
Effective time management
Skillful politician
Optimist

64. Suggestions for Project Managers
Project Management 6e.
Suggestions for Project Managers
Build relationships before you need them.
Trust is sustained through frequent face-to-face contact.
Realize that “what goes around comes around.”

65. People Roles Which Undermine Project Management Implementation
The
Aggressor
Dominator
The
Blocker
Destructive
Roles
The
Withdrawer
Devil’s
Advocate
Recognition
Seeker
Topic
Jumper

66. Destructive Roles The Aggressor
Criticizes Everybody and Everything on Project Management
Deflates Status and Ego of Others
Always Aggressive

67. Destructive Roles Dominator Always Tries to Take Over
Professes to Know Everything About Project Management
Tries to Manipulate People
Will Challenge Your Leadership

68. Destructive Roles Devil’s Advocate
Finds Fault in All Areas of Project Management
Refuses to Become a Believer Unless Threatened
More Devil Than Advocate

69. Destructive Roles Topic Jumper
Must Be the First with a New Idea/Approach for Project Management
Continuously Changes Topics
Cannot Focus on Issues for a Long Time Unless It Is His/Hers
Project Management Implementation Remains an “Action Item” Forever

70. Destructive Roles Recognition Seeker
Always Argues in Favor of His/Her Own Ideas
Is Very Status Conscious
Volunteers to Become the Project Manager If Status Is Recognized
Continuous Talks (Likes to Hear Himself/Herself Speak)
Often Boasts Rather Than Providing Meaningful Information

71. Destructive Roles The Withdrawer Is Afraid of Criticism
Will Not Participate Openly
Withholds Information
May Become a Back-Stabber
May Be Shy

72. Destructive Roles The Blocker Likes to Criticize
Rejects the Views of Others
Cites Unrelated Examples and Personal Experiences
Has Multiple Reasons Why Project Management Will Not Work

73. People Roles Which Support Project Management Implementation
Information
Seekers
Initiators
Gate
Keepers
Information
Givers
Supportive
Roles
Consensus
Takers
Encouragers
Harmonizers
Clarifiers

74. Supportive Roles Initiators “Is There a Chance That This Might Work?”
“Let’s Try This!”

75. Supportive Roles Information Seekers
“Have We Tried Anything Like This Before?”
“Do We Know Other Companies Where This Has Worked?”
“Can We Get This Information?”

76. Supportive Roles Information Givers “Other Companies Found That …..”
“The Literature Says That …..”
“Benchmarking Studies Indicate That …...”

77. Supportive Roles Encouragers “Your Idea Has a Lot of Merit.”
“The Idea Is Great But We May Have to Make a Small Change.”
“What You Said Will Really Help Us.”

78. Supportive Roles Clarifiers “Are We Saying That …..”
“Let Me State in My Own Words What I Think You Said.”
“Let’s See if We Can Put This Into Perspective.”

79. Supportive Roles Harmonizers “We Sort of Agree, Don’t We?”
“Your Ideas and Mine Are Close Together.”
“Aren’t We Saying the Same Thing?”

80. Supportive Roles Consensus Takers “Let’s See if We Are in Agreement.”
“Let’s Take a Vote on This.”
“Let’s See How the Rest of the Group Feels About This.”

81. Supportive Roles Gate Keepers
“Who Hasn’t Given Us Their Opinions on This yet?”
“Should We Keep Our Options Open?”
“Are We Prepared to Make a Decision or Recommendation, or Is There Additional Information to Be Reviewed?”

82. Key Terms Emotional intelligence (EQ) Inspiration-related currencies
Project Management 6e.
Key Terms
Emotional intelligence (EQ)
Inspiration-related currencies
Law of reciprocity
Leading by example
Management by wandering around (MBWA)
Personal-related currencies
Position-related currencies
Proactive
Relationship-related currencies
Social network building
Stakeholder
Systems thinking
Task-related currencies