1. 1 PROJECT MANAGEMENT Politics of Project Management The Project Life Cycle Project Actors & the job The Project Manager

2. 2 Organizational policy and Projects The divorce of responsibility & authority Operating within organizational reality Politics is the art of influence. Six steps for good project politician (Block, 1983): 1. Assess the environment 2. Identify the goals of the principal actors 3. Assess your own capabilities (1-3 = realistic view) 4. Define the problem 5. Develop solutions 6. Test and refine the solutions

3. 3 The Divorce of Responsibility and Authority The divorce of responsibility and authority (Jerry’s first experiences): projects are temporary, unique and are systems (borrowed Resources. Project manger is not the boss) Nurturing/developing Authority: formal authority (backing from above and operational), purse-string (the carrot and the stick), bureaucratic authority (rules, paperwork, procedures), technical authority (technical competence) and charismatic authority (leadership)

4. 4 The Project Life Cycle Six functions are addressed during the course of a project: [S-P-I-C-E-T] Selection Planning Implementation Control Evaluation Termination

5. 5 Project selection? Why project selection? Project selection: We select some projects and reject others because they involve OPPORTUNITY COSTS. External and internal project sources: Externally as a request for proposal or invitation for bid Internally from management or task force charged with reengineering corporate processes.

6. 6 What does planning tells us? A plan is a roadmap from one point to another. Pre-plans: a rough idea of what the project: Feasibility studies, competitive analysis etc. Pre-plans are important for project selection. Detailed project plan - rarely static: Gantt charts, network diagrams, resource- allocation charts, responsibility charts, cumulative cost distributions etc.

7. 7 The Project Manager Project Manager Responsibilities Developing Staff Serving as Management/Staff Intermediary Conveying Lessons Learned Choosing a Management Style: Autocratic, Laissez-Faire & Democratic managers.

8. 8 Project Actors & the job Top Management: (high- vs.. low-visibility projects) The boss: Create the daily working environment Manage is specifications (most difficult) Colleagues: information, operational help, competitors in flattened organizations.

9. 9 Project Actors & the job Staff: often borrowed to matrix structure: to get the job done on time, within budget, and according to specifications. Scheduling tools: PERT (Program Evaluation and Review Techniques) or CPM (Critical Path Method) etc. Tools for managing human and material resources: Gantt charts, responsibility charts

10. 10 Management by exception Determine variances: between the plan and what has been done to date This is called Management by EXCEPTION in contrast to micromanagement. The collection and examination of data on project’s progress lies at the centre of the control process.

11. CONFRONT [SOAS]? SWOT-strategier ifølge Andrews. Eksterne omgivelser Interne omgivelser Opportunities Muligheter Threats Trusler SEARCH Hvordan kan vi overvinne svakhetene som hindrer oss i å utnytte disse mulighetene? EXPLOIT Hvordan kan vi bruke vår styke for å få utbytte av disse mulighetene? AVOID Hvordan kan vi håndtere svakhetene som gjør disse trusslene reelle? CONFRONT Hvordan kan vi bruke vår styrke til å redusere sannsynligheten og virkningene av disse truslene. Weaknesses-SvakhetStrengths-Styrke Al-Araki, 2.11.2010 SWOT

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