1. The Manager, the Organization, and the Team
Chapter 2
The Manager, the Organization, and the Team
MEM 612 Project Management

2. MEM 612 Project Management
THE PM’S ROLES
MEM 612 Project Management

3. Facilitator Manager-as-supervisor versus manager-as-facilitator
Systems approach versus analytical approach
Suboptimization
Must ensure project team members have appropriate knowledge and resources
Micromanagement

4. Communicator
Figure 2-1 Communication Paths Between a Project’s Parties-At-Interest

5. Virtual Project Manager
Geographically dispersed projects
Communication via
Web
Telephone
Video conferencing
“Never let the boss be surprised!”

6. THE PM’S RESPONSIBILITIES TO THE PROJECT
MEM 612 Project Management

7. Three Overriding Responsibilities
Acquiring resources
Getting necessary quantity and quality can be key challenge
“Irrational optimism”
Fighting fires and obstacles
Leadership and making trade-offs

8. Negotiation, Conflict Resolution, and Persuasion
Necessary to meet three overriding responsibilities

9. SELECTION OF A PROJECT MANAGER
MEM 612 Project Management

10. Key Criteria 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

11. PROJECT MANAGEMENT AS A PROFESSION
MEM 612 Project Management

12. Project Management as a Profession
Project Management Institute
More than 64,000 members
Project Management Body of Knowledge (PMBOK)
Project-oriented organization

13. FITTING PROJECTS IN THE PARENT ORGANIZATION
MEM 612 Project Management

14. More on “Why Projects?” Emphasis on time-to-market
Need for specialized knowledge from a variety of areas
Explosive rate of technological change
Accountability and control

15. Figure 2-2 The Pure Project Organization

16. The Pure Project Organization
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

17. Figure 2-3 Functional Project Organization

18. Functional Project Organization
Advantages
technological depth
Drawbacks
lines of communication outside functional department slow
technological breadth
project rarely given high priority

19. Figure 2-4 Matrix Project Organization

20. Matrix Project Organization
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

21. Figure 2-5 Mixed Project Organization

22. MEM 612 Project Management
THE PROJECT TEAM
MEM 612 Project Management

23. Characteristics of Effective Project Team Members
Technically competent
Politically sensitive
Problem orientation
Goal orientation
High self-esteem

24. Matrix Team Problems Weak (functional) matrix Matrix projects
PM has no direct reports
Ability to communicate directly with team members important
Matrix projects
Important to maintain good morale
Project office

25. Intrateam Conflict Life cycle phase and source of conflict
Name-only team
Interpersonal conflict

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