1. Leadership and Effective Project Management

2. Project Management and the Project Manager
The project manager functions as a mini-CEO
The project manager must have a clear understanding of how the project fits into the overall organization
This is why broad knowledge is more valuable than technical knowledge
Budgets, timetables, and criteria, magnify management problems on projects .
The project manager should come into the project early
We want him to help produce as much of the project plan as possible
Over time, plans are refined and people are added to the project staff

3. 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

4. Managing versus Leading a Project
The higher the degree of uncertainty encountered on a project— whether in terms of changes in project scope, technological stalemates, breakdowns in coordination between people, and so forth—the more leadership is required.
Some individuals are great visionaries who are good at exciting people about change but lack the discipline or patience to deal with the day-to-day drudgeries of managing.
Likewise, there are other individuals who are very well organized and methodical but lack the ability to inspire others.
Strong leaders can compensate for their managerial weaknesses by having trusted assistants who oversee and manage the details of the project.
A weak leader can complement his or her strengths by having assistants who are good at sensing the need to change and rallying project participants.

5. Functional versus Project Managers
Project Mangers
Project managers are usually generalists
It would be very unusual for a project manager to have all the technical skills that are used on their projects
The project manager rarely decides who performs each task and lacks the technical skills to evaluate much of the work performed on the project
Functional Managers
Department heads are usually functional specialists
They have the technical skills to evaluate all members of their organization
They decide who performs each task and, to a certain degree, how the task is performed
That is, they exercise a great deal of control over every aspect of the work that gets performed within their area

6. Functional versus Project Managers
Functional manager needs technical skills while project manager need negotiation skills
Functional manager must be skilled at analysis while project manager must be skilled at synthesis
Functional manager uses the analytic approach while project manager uses the systems approach
Functional manager is responsible for a small area while project manager is responsible for the big picture
Functional manager is a manager while the project manager is a facilitator

7. Functional versus Project Managers
When a project is small, line personnel may be assigned as manager. When conflicts between the line position and the project arise, the project will suffer
When a line person is assigned as a project manager, conflicts can arise between the line and project for resource assignment
When projects are small, a project manager may manage multiple project. This can be a problem when the projects conflict

8. Project Manager Responsibilities
The parent company:
include proper conservation of resources, timely and accurate project communications, and the careful, competent management of the project.
It is very important to keep senior management of the parent organization fully informed about the project’s status, cost, timing, and prospects.
Senior managers should be warned about likely future problems.
Reports must be accurate and timely if the PM is to maintain credibility, protect the parent firm from high risk.

9. Project Manager Responsibilities
The project/client
ensuring that the integrity of the project is preserved in spite of the conflicting demands made by the many parties who have legitimate interests in the project.
The PM must deal with conflicting requests from several departments and sort out understanding from misunderstanding.
The project staff
Very few people will work for the project manager
The “team” will disband at the end of the project
The project manager must look out for everyone’s future
This is in the best interest of the project, otherwise as the project winds down, everyone will be looking after themselves

10. Managing Project Stakeholders
Project success depends on the cooperation of a wide range of individuals, many of whom do not directly report to them.
Project Managers encounter a web of relationships that requires a much broader spectrum of influence than they felt was necessary or even possible.
Depending on the nature of the project, there are a number of different groups outside the organization that influence the success of the project; the most important is the customer for which the project is designed.
Each of these groups of stakeholders brings different expertise, standards, priorities, and agendas to the project.

11. Managing Project Stakeholders
A stakeholder analysis is a technique to identify and assess the importance of key people, groups of people, or institutions that may significantly influence the success of an activity or project.
A stakeholder is any individual, community, group, or organization with an interest in the outcome of a programme, or a project, either as a result of being affected by it positively or negatively, or by being able to influence the activity in a positive or negative way

12. Network of Stakeholders
FIGURE 10.1

13. Stakeholders Analysis – 3 steps
Identification of all stakeholders involved
stakeholders which may be affected by the problem or the project are identified
Categorization of the stakeholders
all relevant stakeholders are categorized according to criteria relevant for the specific project (active, beneficiaries, affected, supporters, opponents)
Detailed analysis of selected stakeholders
more detailed analysis of selected stakeholders (characteristics, relations, interest, power)

14. Stakeholders Analysis - Identification
project team manages and completes project work.
Project managers naturally compete with each other for resources and the support of top management.
Administrative support groups, such as human resources, information systems, purchasing agents, and maintenance, provide valuable support services.
Functional managers, depending on how the project is organized, can play a minor or major role toward project success.
Functional managers want to cooperate up to a point, but only up to a certain point.
They are also concerned with preserving their status within the organization and minimizing the disruptions the project may have on their own operations.

15. Stakeholders Analysis - Identification
Top management approves funding of the project and establishes priorities within the organization.
They define success and adjudicate rewards for accomplishments.
Significant adjustments in budget, scope, and schedule typically need their approval.
Project sponsors champion the project and use their influence to gain approval of the project.
Their reputation is tied to the success of the project, and
They need to be kept informed of any major developments.
They defend the project when it comes under attack and are a key project ally.
Contractors may do all the actual work, in some cases, with the project team merely coordinating their contributions.

16. Stakeholders Analysis - Identification
Government agencies place constraints on project work.
Other organizations, depending on the nature of the project, may directly or indirectly affect the project.
Customers define the scope of the project, and ultimate project success rests in their satisfaction.
Project managers need to be responsive to changing customer needs and requirements and to meeting their expectations.
These relationships are interdependent in that a project manager’s ability to work effectively with one group will affect her ability to manage other groups.
The project management structure being used will influence the number and degree of external dependencies that will need to be managed. (dedicated team reduces dependencies, a functional matrix structure increases dependencies)

17. Categorization of Stakeholders
Key stakeholder
Those who can significantly influence or are important to the success of an activity
Primary stakeholder
Those individuals and groups who are ultimately affected by an activity, either as beneficiaries (positively impacted) or those adversely impacted
Secondary stakeholder
All other individuals or institutions with a stake, interest or intermediary role in the activity

18. Categorization of Stakeholders - Example

19. Characteristics of stakeholders

20. Importance / Influence Matrix
Shows stakeholders of high importance to the activity who can also significantly influence its success. Managers will need to develop good working relationship with these stakeholders to ensure an effective coalition of support for the activity
Shows stakeholders of high importance to the activity, but with low influence.
They require special initiatives if their interests are to be met
Shows stakeholders with high influence, who can affect outcome of the activity, but whose interest are not the target of the activity
These stakeholders may be able to block the activity and therefore constitute a killer risk
Shows stakeholders who are of low priority but may need limited monitoring
They are unlikely to be the focus of the activity

21. Influence / Importance of stakeholders Post Harvest Losses
Key Stakeholders
Fishers
Boat owners
Aquaculture producers
Government
Primary Stakeholders
Community based organizations
Fish markets - retail outlets
Fish exporters
Ice suppliers
Secondary Stakeholders
Boat/ship builders and designers
Harbor management
Private service business
Fish buyers

22. Social Network Building
Mapping Dependencies
Project team perspective:
Whose cooperation will we need?
Whose agreement or approval will we need?
Whose opposition would keep us from accomplishing the project?
Stakeholders’ perspective:
What differences exist between the team and those on whom the team will depend?
How do the stakeholders view the project?
What is the status of our relationships with the stakeholders?
What sources of influence does the team have relative to the stakeholders?

23. 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.

24. Qualities of an Effective Project Manager
Systems thinker
Personal integrity
Proactive
High emotional intelligence (EQ).
General business perspective
Effective time management
Skillful politician
Optimist

25. 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 communication
Negotiation

26. Acquiring Adequate Resources
Project budgets are usually inadequate
There are resource trade-offs that must be considered
Crises occur that require special resources

27. Acquiring and Motivating Personnel
Most project workers are borrowed from functional managers
The project manager negotiates for the desired worker but
The project manager wants the best qualified individual
The functional manager decides who to assign
The functional manager also decides…
The skill level to assign
The pay and promotion of the worker assigned to the project
Additionally, the worker will most likely return to the functional manager once the project is finished

28. Acquiring and Motivating Personnel Continued
Once workers are assigned to a project, the project manager must motivate them
The project manager have little or no control over pay and promotion
This is especially true in shorter projects

29. Dealing with Obstacles
Every project is unique
The project manager will face a series of crises
A big problem is “scope creep”
Early problems associated with resources
Later problems are associated with…
Last-minute schedule and technical changes
What happens to the team when the project is completed

30. Making Project Goal Trade-Offs
Trade-offs involve…
Cost
Time
Performance
Multiple projects
Project goals and organizational goals
Project, firm, career

31. Failure and the Risk and Fear of Failure
Well understood projects (Type 1)…
Appear simple
Natural flow introduces problems
Poorly understood project (Type 2)…
Many difficulties early on
Most are planning problem
May have psychic consequences

32. Breadth of Communication
Why the project exists
Some projects fail
Top management support needed
Information network needed
Must be flexible

33. Negotiations Acquiring adequate resources Motivating personnel
Dealing with obstacles
Making project goal trade-offs
Handing failure
Maintaining communication