1. 10 The Project Manager (Premium) Teaching Strategies
The two vignettes in this chapter reinforce the skills needed to be a good project manager and the value of sound project management techniques.
Cape Wind has a number of project managers on staff to cover the various aspects of its project.
Henkels & McCoy see the project management culture as being an integral part of their success as a company.
Implementation of good project management techniques and more employees being trained in project management skills has helped to streamline processes, been beneficial to the company's bottom line, and helped its competitive position.
Many times people say that a project is too small for using project management, but this is not true.
Have students examine projects that use and do not use project management techniques. Have students state how using project management skills would be valuable.
Have students apply project management techniques to their work for one week.
Have students write their plan and list the tasks, durations, and due dates for the week.
Have them list any additional resources they would need to accomplish the tasks.
At the end of the week, have students compare the week to other weeks and assess the change in what was done and how it was completed. Usually, they will find that they achieved more and wasted less time because of the plan.
Optional Supplemental Activities
If possible, have each student interview an experienced project manager (it does not matter in what field) and find out about his/her:
Educational background
Work experience
Views on what it takes to be a good project manager
A discussion of a very challenging issue he or she has faced as a project manager
Have the students read the chapter and answer all of the Reinforce Your Learning questions and the questions at the end of the chapter.
Have an experienced project manager speak during a class session and answer questions the students have about being a project manager.

2. Chapter Concepts The responsibilities of the project manager
The skills needed to successfully manage projects and ways to develop project manager competence
Approaches to effective delegation
How the project manager can manage and control changes to the project
Chapter Concepts
It is the people, not procedures and techniques, who are critical to accomplishing the project objective.
Procedures and techniques are merely tools that help people do their jobs.
For example, an artist needs to have paint, canvas, and brushes to paint a portrait, but it is the skills and knowledge of the artist that allow a portrait to be created with these tools.
So, too, in project management are the skills and knowledge of the people involved vital for producing the desired result.
This chapter focuses on one very important person: the project manager.
Based on the information in this chapter, students will become familiar with:
The responsibilities of the project manager
The skills needed to successfully manage projects and ways to develop project manager competence
Approaches to effective delegation
How the project manager can manage and control changes to the project

3. Learning Outcomes Discuss three responsibilities of a project manager
Identify, explain, and practice at least five skills and abilities a project manager should have
Describe and take actions to develop project manager competence
Discuss and practice effective delegation
Explain how to manage changes
Learning Outcomes
After studying this chapter, the student should be able to:
Discuss three responsibilities of a project manager
Identify, explain, and practice at least five skills and abilities a project manager should have
Describe and take actions to develop project manager competence
Discuss and practice effective delegation
Explain how to manage changes

4. Project Integration Management Project Human Resource Management
Project Management Knowledge Areas from PMBOK® Guide
Project Integration Management Project Human Resource Management
Project Management Knowledge Areas from PMBOK® Guide
Concepts in this chapter support the following Project Management Knowledge Areas of the PMI Guide to the Project Management Body of Knowledge (PMBOK® Guide):
Project Integration Management
Project Human Resource Management

5. Cape Wind Approved by Federal Government as America’s First Offshore Wind Farm; Project Will Add Clean Energy Jobs for Region
Background
Project Management
America’s first offshore wind farm
Horseshoe Shoal in Nantucket Sound
130 wind turbines
Protected shallow water
Away from shipping, boating, and air traffic
Provide 75% electricity needs for Cape and Islands
Gathered data for feasibility assessment
Directed community outreach
Managed and coordinated on-site activities and tests
Provided leadership and problem solving
Vignette A: Cape Wind Approved by Federal Government as America’s First Offshore Wind Farm; Project Will Add Clean Energy Jobs for Region
Over 10 years ago, project managers for Energy Management, Inc., began their work to develop America’s first offshore wind farm on Horseshoe Shoal in Nantucket Sound, Massachusetts.
Three-quarters of the electricity needs for the Cape and Islands was planned to be provided by 130 wind turbines.
With strong, consistent winds and close proximity to landfall and electrical interconnections, Cape Wind’s turbines will be in protected shallow water away from shipping channels, commercial boating routes, and air traffic.
The project began with gathering weather data to determine if the development project was feasible.
An assistant project manager was hired to be responsible for project management and community outreach.
"What enabled Cape Wind to reach this crucial milestone is steadfast support of leading environmental, labor, health and trade organizations and the support of the overwhelming majority of Massachusetts citizens."
A group of project managers are responsible for the overall design of the plant facilities, management and coordination of all site-related activities, geotechnical investigations, surveys and tests, environmental assessments, local and state permit approvals, procurement of easements necessary for construction and operation, site selection, fatal flaw analysis, financial modeling, environmental permits, working with lenders, design and construction contracting, procurement, construction, and start up.
Cape Wind project managers have implemented the leadership, communication, and problem solving necessary for successful project completion.

6. The Need For Standardized Project Management
Henkels & McCoy
Outcomes
One of the largest engineering and construction firms
Decided to standardize its project management practices
More than 4,600 employees in 80 permanent offices
Customized PMBOK Guide to Henkels & McCoy’s internal procedures
Increased efficiency and seamless communication
Includes scope and risk assessment in the bid review processes
Uses full standardized project management for larger projects
Uses leaner project management for smaller projects
Vignette B: The Need For Standardized Project Management
One of the largest engineering and construction firms, Henkels & McCoy, decided to standardize its project management practices.
Its over 4,600 employees in 80 permanent offices specialize in engineering, network development, and construction to serve communications, information technology, and utility industries.
Upper management identified weaknesses in the organization’s project management methodology. To reach the next level of business success and growth, management decided to make organizational changes.
Management was able to:
Customize the PMBOK Guide to Henkels & McCoy’s internal procedures to provide a foundation for the project management methodology developed by the employees.
Train all employees in project management skills.
Has resulted in increased efficiency and seamless communication with many of the company’s large general contracting partners
Henkels & McCoy used to bid on a high number of projects without any bid/no bid techniques in place. The standardized methodology includes scope and risk assessment in the bid review processes.
Not all projects require all the project management procedures.
A leaner version of project management is used for smaller projects and the full standardized project management for larger projects.
"Skills such as team management, motivation, resource management and planning were competencies we wanted all members of our staff to exhibit." Kathy Mills, director of human resources

7. Project Manager Responsibilities
Customer satisfaction
Work scope completion
Quality manner, within budget, on time
Planning the project
Securing and organizing the appropriate resources
Controlling the project progress
Coordinate with team
Control the project
Project Manager Responsibilities
It is the responsibility of the project manager:
To make sure that the customer is satisfied
To ensure that the work scope is completed in a quality manner, within budget and on time
To plan the project
To secure and organize the appropriate resources
To control the project process
To coordinate with the team
The project manager has a primary responsibility for providing leadership in planning, organizing, and controlling the work effort to accomplish the project objective.
The project manager coordinates the activities of the various team members to ensure that they perform the right tasks at the proper time as a cohesive group.

8. Project Manager Responsibilities – Planning
Define project objective
Reach agreement with customer
Communicate objective to project team
Create vision of successful accomplishment
Spearhead plan development
Review plan with customer
Use project management information system
Planning
The project manager clearly defines the project objective and reaches an agreement with the customer on the objective.
The manager then communicates this objective to the project team so as to create a vision of what constitutes successful accomplishment of the objective.
The project manager spearheads development of a plan to achieve the project objective.
The project manager reviews the plan with the customer to gain endorsement and then sets up a project management information system for comparing actual progress to planned progress.

9. Project Manager Responsibilities – Organizing
Secure appropriate resources
Determine in-house tasks
Determine need for subcontractor
Assign responsibility
Delegate authority
Create motivating environment
Organizing
Organizing involves securing the appropriate resources to perform the work.
The project manager must decide which tasks should be completed in-house and which tasks should be handled by subcontractors or consultants.
The project manager also assigns responsibility and delegates authority to specific individuals or subcontractors for the various tasks.
Finally, and most important, the task of organizing involves creating an environment in which individuals are highly motivated to work together as a project team.

10. Project Manager Responsibilities – Controlling
Track actual progress
Compare progress to planned progress
Take necessary actions
Play the leadership role
Involve project team
Controlling
To control the project, the project manager must track actual progress and compare it with planned progress.
If actual progress falls behind planned progress or unexpected events occur, the project manager must take immediate action.
The project manager is the leader in planning, organizing, and controlling the project, but does not do it alone.
She or he involves the project team in these functions to gain their commitment to successful completion of the project.

11. Student Discussion
Why is the project manager a key ingredient in the success of a project?
Why is the project manager is a key ingredient in the success of a project?

12. Possible responses to Student Discussion
Leads the project
Develops the project team
Manages communications
Uses good interpersonal skills
Handles stress
Applies problem-solving skills
Negotiates for win-win
Manages time
Why is the project manager a key ingredient in the success of a project?
Project Manager Skills
The project manager is a key ingredient in the success of a project for many different reasons. He or she:
Leads the project
Develops the project team
Manages communications
Uses good interpersonal skills
Handles stress
Applies problem-solving skills
Negotiates for win-win scenarios
Manages time
Effective project managers have a strong leadership ability, ability to develop people, excellent communication skills, good interpersonal skills, ability to handle stress, problem-solving skills, negotiating skills, and time management skills.

13. Project Manager Leadership Ability
Achieve results through the project team
Use a participative and consultative leadership style
Provide guidance and coaching to the project team
Require involvement and empowerment of the project team
Establish an environment of trust, high expectations, and enjoyment
Have self confidence
Exhibit confidence in the project team
Leadership Ability
Leadership is getting things done by utilizing and bringing out the best work in others; the project manager achieves results through the project team.
Project leadership involves inspiring the people assigned to the project to work as a team.
The project manager must create for the team a vision of the result and benefits of the project.
Effective project management requires a participative and consultative leadership style, in which the project manager provides guidance and coaching to the project team.
The project manager establishes the parameters and guidelines for what needs to be done and the project team members determine how to get it done.
An effective manager does not tell people how to do their jobs.
Project leadership requires involvement with and empowerment of the project team.
The project manager should involve individuals in decisions affecting them and should empower them to make decisions within their assigned areas of responsibility.
The capable project manager understands what motivates team members and creates a supportive environment in which individuals work as part of a high-performing team and are energized to excel.
The project manager must be careful not to create situations that cause individuals to become discouraged.
The project manager must foster motivation through recognition of the project team as a whole and of individual members. Recognition should be carried out as soon as possible after the action that is being recognized.
The project manager sets the tone for the project team by establishing an environment of trust, high expectations, and enjoyment.
Capable project managers have high expectations of themselves and of each person on the project team. They believe that people tend to live up to what is expected of them.
Project managers tend to be optimistic and positive.
Project managers should encourage the same positive attitude on the part of the project team members and facilitate the team building process.
Leadership requires that the project manager be highly motivated and set a positive example for the project team.
The project manager has self-confidence and exhibits confidence in the project team members.

14. Make Things Happen There are: Those who MAKE things happen
Those who let things happen
Those who wonder what happened
Make Things Happen
The project manager leads by making things happen.
There are:
Those who MAKE things happen
Those who let things happen
Those who wonder what happened

15. Project Manager Ability to Develop People
Train and develop the project team
Believe that all individuals are valuable
Encourage initiative
Identify situations for mentoring
Assess opportunities for growth
Encourage self reflection for learning
Project Manager Ability to Develop People
The effective project manager is committed to training and developing the skills of people working on the project.
He or she uses the project as an opportunity to add value to each person’s experience base so that all members of the project team are more knowledgeable and competent at the end of the project than when they started.
One way of encouraging such activities is to talk about the importance of self-development at project team meetings.
Another way is to meet with project team members individually at the start of their project assignments and encourage them to take advantage of opportunities to expand their knowledge and skills.
A good project manager believes that all individuals are valuable to the organization and that they can make greater contributions through continuous learning.
He or she stresses the value of self-improvement by encouraging individuals to take the initiative.
A capable project manager provides opportunities for learning and development by encouraging individuals to take initiative, take risks, and make decisions.
Rather than create a fear of failure, the manager acknowledges that mistakes are part of the learning and growth experience.
The project manager can try to provide “stretch” assignments that require individual team members to extend their knowledge and accomplish more than they may think they can.
A project manager can also is identify situations in which less experienced people can learn from more experienced people.
A final way in which the project manager can develop people is by having them attend formal training sessions.
The project manager might even provide coaching.
During individual meetings with the project team members, managers should assess opportunities for growth by having the members identify what they learned by working on the project.

16. Project Manager Communication Skills
Be good communicators
Communicate and share information
Spend more time listening than talking
Inform the customer of progress
Determine any changes
Provide timely feedback to the team and customer
Project Manager Communication Skills
Project managers must be good communicators.
They need to communicate regularly with the project team, as well as with any subcontractors, the customer, and their own company’s upper management.
Effective and frequent communication is crucial for keeping the project moving, identifying potential problems, soliciting suggestions to improve project performance, keeping abreast of customer satisfaction, and avoiding surprises.
A High level of communication is especially important early in the project.
Effective project managers communicate and share information in a variety of ways.
These tasks require that the project manager have good verbal and written communication skills.
Good project managers spend more time listening than talking.
The project manager establishes ongoing communication with the customer to keep the customer informed and to determine whether there are any changes in expectations.
Communication by project managers needs to be timely, honest, and unambiguous.
Effective communication establishes credibility and builds trust.
It is important for the project manager to provide regular feedback to the team and customer.
Both the good news and the bad news should be shared promptly.
The project manager must create an atmosphere that fosters timely and open communication without any fear of reprisal.

17. Project Manager Interpersonal Skills
Develop a relationship with each team member
Maintain interpersonal relationships for duration of the project
Influence the thinking and actions of others
Deal with disagreements or divisiveness
Project Manager Interpersonal Skills
Good interpersonal skills are essential for a project manager.
It is important that the project manager develop a relationship with each person on the project team.
Mangers should make the time to have an informal conversation with each person on the project team and with each key individual in the customer’s organization.
The project manager should try to learn about the personal interests of each team member without being intrusive.
In informal conversations, the project manager should use open-ended questions and do a lot of listening.
Good interpersonal skills enable a project manager to empathize with individuals when circumstances arise.
An effective project manager develops and maintains these interpersonal relationships throughout the duration of the project.
A project manager needs good interpersonal skills to influence the thinking and actions of others in ways that help achieve the objective of the project.
A project manager also needs good interpersonal skills to deal with disagreement or divisiveness among team members. Such situations can require delicate handling on the project manager’s part.

18. Project Manager Ability to Handle Stress
Must be able to handle the stress
Remain calm
Cope with constantly changing conditions
Act as a buffer between the project team and either the customer or upper management
Have a good sense of humor
Keep physically fit to improve ability to handle stress
Project Manager Ability to Handle Stress
Project managers must be able to handle the stress that can arise from work situations.
Stress is likely to be high when a project is in jeopardy of not meeting its objective.
The project manager cannot panic; she or he has to remain calm.
The effective project manager is able to cope with constantly changing conditions.
In certain situations, the project manager may need to act as a buffer between the project team and either the customer or upper management.
The project manager needs to have a good sense of humor.
Used appropriately, humor can help a project manager handle the stress and break the tension.
The project manager can improve her or his ability to handle stress by keeping physically fit through regular exercise and good nutrition.

19. Project Manager Problem-Solving Skills
Be a good problem solver
Start with the early identification of a problem or potential problem
Encourage project team members to identify problems early and solve them
Project Manager Problem-Solving Skills
A project manager needs to be a good problem solver.
Good problem solving starts with the early identification of a problem or potential problem.
The project manager should encourage project team members to identify problems early and solve them on their own or seek help if they need to.
Problem-Solving will be discussed in greater detail in Chapter 11.

20. Project Manager Negotiating Skills
Employ negotiating skills in interactions
Develop a trusting relationship with the other person
Use effective listening
Take cultural differences into consideration
Strengthen relationships, not erode them
Project Manager Negotiating Skills
Good negotiating skills are essential for project managers.
During the project life cycle, project managers encounter many occasions to employ their negotiating skills in interactions with the sponsor or customer, the project organization’s management, subcontractors, vendors, and users of the project’s end product.
The subject of negotiations can be contract terms and conditions, obtaining specific resources to staff the project, subcontractor prices, vendor delivery schedules, payment for damages, the cost or schedule impact of changes, customer approval of designs, the need for rework if quality standards were not met, the best approach to resolve a technical performance issue, interpretation of acceptance criteria or test results, and approaches to get the project back on track if it is behind schedule and/or over budget.
It is helpful if the project manager has developed a trusting relationship with the other party because this can provide a strong foundation for positive and robust negotiations.
The project manager needs to be an effective listener and to be able to make a persuasive case and clearly articulate his or her position on issues.
Negotiating with customers or subcontractors involved in global projects can be particularly challenging. The project manager must take cultural differences into consideration when negotiating.
Effective negotiations strengthen relationships, not erode them.

21. Project Manager Time Management Skills
Manage time well
Have self-discipline
Be able to prioritize
Show a willingness to delegate
Project Manager Time Management Skills
Good project managers manage their time well. Project managers must:
Have self-discipline
Be able to prioritize
Show a willingness to delegate.
Time management is discussed more thoroughly in Chapter 11.

22. Student Discussion
What are ways to develop the skills necessary to be an effective project manager?
What are ways to develop the skills necessary to be an effective project manager?

23. Possible responses to Student Discussion
Gain experience
Learn from others
Interview project managers who have skills that you want to develop in yourself
Conduct a self-evaluation and learn from your mistakes
Get a mentor
Participate in education and training programs
Join organizations, such as the Project Management Institute
Read
Volunteer
What are ways to develop the skills necessary to be an effective project manager?
People are not born with the skills needed to be effective project managers; they develop those skills.
There are various ways to develop the skills necessary to be an effective project manager.
Gain experience. Work on as many projects as you can. Each project presents a learning opportunity. It is helpful if projects are not all the same.
Learn from others.
Interview project managers who have skills that you want to develop in yourself.
Conduct a self-evaluation and learn from your mistakes.
Get a mentor.
Participate in education and training programs.
Join organizations, such as the Project Management Institute.
Read. Subscribe to journals or look up articles related to the skills you want to develop.
Volunteer. Contribute to the local community or a specific cause and try your hand at developing leadership skills.
Learning and development are lifetime activities—there is no finish line.

24. Delegation Delegating Barriers to Delegating Empower the project team
Use effective communication skills
Select the most qualified project team members
Can do it better or faster yourself
Lack confidence in the capability of others
Afraid will lose control
Fear criticism for mistakes
Lack self-confidence
Delegation
Delegation involves empowering the project team to achieve the project objective and empowering each team member to accomplish the expected results for his or her area of responsibility.
It is the act of allowing individuals to successfully carry out assigned tasks.
Delegation implies more than just assigning tasks to specific members of the project team.
It includes giving team members the responsibility to accomplish job objectives and the authority to make decisions and take actions to achieve the expected results, as well as accountability for accomplishing those results.
Effective delegation requires effective communication skills.
The project manager has the responsibility for providing a clear understanding of what is expected in terms of specific results.
The project manager should not tell the individuals how to do the task. That should be left up to the individuals so that they can be creative.
Delegating is an important part of being a good project manager. It involves selecting the project team members who are best qualified to perform each task and then empowering them to do it.
Effective delegation requires that the project manager have confidence in each member of the project team.
There are a number of common barriers to effective delegation:
The project manager has a personal interest in the task, or thinks he or she can do it better or faster him or herself.
The project manager lacks confidence in the capability of others to do the work.
The project manager is afraid that he or she will lose control of the work and not know what is going on.
Team members fear criticism for mistakes or lack self-confidence.

25. Various Degrees of Delegation
The figure on this slide depicts various degrees of delegation, from lowest degree at the top to highest degree at the bottom.

26. Checklist for Rating Delegation Effectiveness
The checklist on this slide is a tool for rating your effectiveness at delegation.

27. Managing Change Initiation of Change Manage and Control Change
By the customer
By the project team
Caused by unanticipated occurrences
Required by the users of the project results
Establish procedures for communication
Estimate impact of change
Decide about the change
Customer approves change
Managing Change
The one thing that you can be sure will happen during a project is change. Despite the best laid plans, changes will still occur.
Changes may be:
Initiated by the customer
Initiated by the project team
Caused by unanticipated occurrences during the performance of the project
Required by the users of the project results
An important aspect of the project manager’s job is to manage and control changes.
Generally, the later in the project that changes are identified, the greater their impact on accomplishing the project objective.
The aspects most likely to be affected are the project budget and the completion date.
At the start of the project, procedures need to be established regarding how changes will be documented and authorized.
These procedures must cover communication between the project manager and the customer and between the project manager and the project team.
Whenever a customer requests changes, the project manager should have the appropriate project team members estimate the effects on the project cost and schedule.
The project manager needs to be sure that team members will not casually agree to changes that may require additional work hours.
Open communication and a climate of trust are prerequisites for introducing change, reducing resistance to change, and gaining commitment to the change.
If possible, the project manager should have users participate up front in the decision to make changes.

28. Critical Success Factors
Successful project managers accept responsibility for making sure the customer is satisfied and the work scope is completed in a quality manner, within budget, and on time.
The project manager needs to be proactive in planning, communicating, and providing leadership to the project team to accomplish the project objective.
The project manager needs to inspire the project team to succeed and to win the confidence of the customer.
By involving the project team in developing the project plan, the project manager ensures a more comprehensive plan and gains the commitment of the team to achieve the plan.
Successful project managers are proactive in addressing problems. They do not take a “let’s wait and see how things work out” approach.
The project manager needs to have a project management information system that distinguishes accomplishments from busy-work.
Effective project managers have strong leadership ability, the ability to develop people, excellent communication skills, good interpersonal skills, the ability to handle stress, problem-solving skills, negotiating skills, and time management skills.
Critical Success Factors
Successful project managers accept responsibility for making sure the customer is satisfied and the work scope is completed in a quality manner, within budget, and on time.
The project manager needs to be proactive in planning, communicating, and providing leadership to the project team to accomplish the project objective.
The project manager needs to inspire the project team to succeed and to win the confidence of the customer.
By involving the project team in developing the project plan, the project manager ensures a more comprehensive plan and gains the commitment of the team to achieve the plan.
Successful project managers are proactive in addressing problems. They do not take a “let’s wait and see how things work out” approach.
The project manager needs to have a project management information system that distinguishes accomplishments from busy-work.
Effective project managers have strong leadership ability, the ability to develop people, excellent communication skills, good interpersonal skills, the ability to handle stress, problem-solving skills, negotiating skills, and time management skills.

29. Critical Success Factors (continued)
Successful project management requires a participative and consultative leadership style in which the project manager provides guidance and coaching to the project team. The effective project manager does not tell people how to do their jobs.
Project managers show they value the contributions of team members when they seek advice and suggestions from team members.
Project managers can foster motivation through recognition. People want to feel they are making a contribution and need to be recognized. Positive reinforcement helps stimulate desired behavior; behavior that is recognized or rewarded gets repeated.
The effective project manager does not monopolize, seek the spotlight, or try to take credit for the work of others.
Capable project managers are optimistic and have high, yet realistic, expectations of themselves and each person on the project team.
Projects should be fun. Project managers should enjoy their work and encourage the same positive attitude on the part of the project team members. The project manager should set a positive example for the team in terms of expected behavior.
A good project manager provides opportunities for learning and development by encouraging team members to take the initiative, take risks, and make decisions. Rather than create a fear of failure, the project manager realizes that mistakes are part of the learning and growth experience.
Critical Success Factors (continued)
Successful project management requires a participative and consultative leadership style in which the project manager provides guidance and coaching to the project team. The effective project manager does not tell people how to do their jobs.
Project managers show they value the contributions of team members when they seek advice and suggestions from team members.
Project managers can foster motivation through recognition. People want to feel they are making a contribution and need to be recognized. Positive reinforcement helps stimulate desired behavior; behavior that is recognized or rewarded gets repeated.
The effective project manager does not monopolize, seek the spotlight, or try to take credit for the work of others.
Capable project managers are optimistic and have high, yet realistic, expectations of themselves and each person on the project team.
Projects should be fun. Project managers should enjoy their work and encourage the same positive attitude on the part of the project team members. The project manager should set a positive example for the team in terms of expected behavior.
A good project manager provides opportunities for learning and development by encouraging team members to take the initiative, take risks, and make decisions. Rather than create a fear of failure, the project manager realizes that mistakes are part of the learning and growth experience.

30. Critical Success Factors (continued)
Good project managers spend more time listening than talking. They listen to the needs expressed by the customer and the ideas and concerns expressed by the project team.
Communication by project managers needs to be timely, honest, and unambiguous.
The project manager should create an atmosphere that fosters timely and open communication without fear of reprisal, and must be understanding of differing viewpoints.
When unforeseen events cause turmoil on a project, effective project managers remain composed and do not panic.
Effective project managers recognize that the best solution often emerges from differences of ideas, viewpoints, experiences, and opinions.
The project manager must maintain integrity and respect for the other party throughout the negotiating process.
To make effective use of their time, project managers need to have self-discipline, be able to prioritize, and be willing to delegate.
At the start of a project, the project manager needs to establish a change control system to define how changes will be documented, approved, and communicated.
Critical Success Factors (continued)
Good project managers spend more time listening than talking. They listen to the needs expressed by the customer and the ideas and concerns expressed by the project team.
Communication by project managers needs to be timely, honest, and unambiguous.
The project manager should create an atmosphere that fosters timely and open communication without fear of reprisal, and must be understanding of differing viewpoints.
When unforeseen events cause turmoil on a project, effective project managers remain composed and do not panic.
Effective project managers recognize that the best solution often emerges from differences of ideas, viewpoints, experiences, and opinions.
The project manager must maintain integrity and respect for the other party throughout the negotiating process.
To make effective use of their time, project managers need to have self-discipline, be able to prioritize, and be willing to delegate.
At the start of a project, the project manager needs to establish a change control system to define how changes will be documented, approved, and communicated.

31. Summary
It is the responsibility of the project manager to make sure that the customer is satisfied that the work scope is completed in a quality manner, within budget, and on time.
The project manager has primary responsibility for providing leadership in planning, organizing, and controlling the work effort to accomplish the project objective.
The project manager is a key ingredient in the success of a project and needs to possess a set of skills that will help the project team succeed.
Project manager competence can be developed through a number of activities, individually or with others.
Project managers need to be good delegators.
The project manger manages and controls changes to minimize any negative impact on the successful accomplishment of the project objective.
Summary
It is the responsibility of the project manager to make sure that the customer is satisfied that the work scope is completed in a quality manner, within budget, and on time.
The project manager has primary responsibility for providing leadership in planning, organizing, and controlling the work effort to accomplish the project objective.
The project manager is a key ingredient in the success of a project and needs to possess a set of skills that will help the project team succeed.
Project manager competence can be developed through a number of activities, individually or with others.
Project managers need to be good delegators.
The project manger manages and controls changes to minimize any negative impact on the successful accomplishment of the project objective.

32. Chapter Questions

33. Planning Question 1 Organizing Controlling
Clearly define the project objective, reach agreement with the customer on this objective and communicate this objective to the project team
Organizing
Secure the appropriate resources to perform the work
Controlling
Implement a project management information system designed to track actual progress and compare it with planned progress
Describe what the project manager should do to perform the planning, organizing, and controlling functions for a project. Give some specific examples.
Describe what the project manager should do to perform the planning, organizing, and controlling functions for a project. Give some specific examples.
The project manager must clearly define the project objective, reach agreement with the customer on this objective and communicate this objective to the project team.
The project manager involves the project team in developing the plan and setting up a system for comparing actual progress to planned progress.
Specific examples provided by students will vary. Answers should include the activities of a project manager performing project planning.
Organizing involves securing the appropriate resources to perform the work.
The project manager must decide which tasks should be done in-house and which tasks should be done by subcontractors or consultants.
The project manager gains a commitment from the people who will work on the project and assigns responsibility and delegates authority, thus creating an environment in which the individuals are motivated to work together as a project team.
Specific examples will vary. Answers should include the activities of a project manager organizing the project's tasks and resources.
To control the project, the project manager implements a project management information system designed to track actual progress and compare it with planned progress.
If actual progress falls behind planned progress or unexpected events occur, the project manager takes immediate action.
Specific examples will vary. Answers should include examples of how the project manager controlled the tasks, resources, and analyzed the project's progress.

34. Question 2
Effective project managers have strong leadership ability, ability to develop people, excellent communication skills, good interpersonal skills, ability to handle stress, problem-solving skills, negotiating skills, and time management skills.
There are various ways to develop the skills
Gain experience
Seek feedback
Conduct self-evaluation
Learn from mistakes
Interview project managers
Attend training programs
Join organizations
Read journals and articles
Volunteer
What are some essential skills for an effective project manager?
How can these skills be developed?
2. What are some essential skills for an effective project manager? How can these skills be developed?
Effective project managers have strong leadership ability, ability to develop people, excellent communication skills, good interpersonal skills, ability to handle stress, problem-solving skills, negotiating skills, and time management skills.
There are various ways to develop the skills necessary to be an effective project manager.
First, one must gain experience by working on as many projects as can. Each project presents a learning opportunity.
Seek out feedback from others
Conduct a self-evaluation
Learn from mistakes
Interview project managers who have skills that you want to develop
Participate in training programs
Join organizations
Read journals or look up articles related to the skills to be developed
Volunteer at organizations likely to help develop new skills

35. Question 3 Leadership skills could include
Ability to develop people
Delegation skills
Communication skills
Interpersonal skills
Ability to handle stress
Problem-solving skills
Negotiating skills
Time management skills
There are various ways to develop the skills
Gain experience
Seek feedback
Conduct self-evaluation
Learn from mistakes
Interview project managers
Attend training programs
Join organizations
Read journals and articles
Volunteer
What leadership skills have project managers with whom you have worked possessed?
How can you develop these leadership skills?
3. What leadership skills have project managers with whom you have worked possess? How can you develop these leadership skills?
Answers will be dependent upon the example given. Answers will include a variety of skills and may include ability to develop people, delegation skills, excellent communication skills, good interpersonal skills, ability to handle stress, problem-solving skills, negotiating skills, and time management skills.
Development suggestions will be dependent upon the student's experiences and opportunities. Responses could include, but are not limited to: work on gaining experience; seek out feedback from others; conduct a self-evaluation; learn from mistakes; interview project managers who have skills you want to develop; participate in training programs; join organizations; read journals or look up articles related to the skills to be developed; and finally, volunteer for organizations where one can work on developing new skills.

36. Question 4
Positive rewards may effectively motivate the team member to work more or help others on the project team.
Negative or non-rewards may deter a high level of involvement on the project or make the team member feel as if he or she is not valued.
Appropriate rewards are dependent upon the project team member. Examples are:
Recognition during project team meeting
saying did good work
Phone call
Extra compensation
Describe how being rewarded or not being rewarded has changed how you worked on a project.
Were there other rewards that would have been more appropriate for you or your team members?
4. Describe how being rewarded or not being rewarded has changed how you worked on a project. Were there other rewards that would have been more appropriate for you or your team members?
Answers are dependent upon experiences.
Positive rewards may effectively motivate the team member to work more or help others on the project team.
Negative or non-rewards may deter a high level of involvement on the project or make the team member feel as if he or she is not valued.
Appropriate rewards are dependent upon the project team member because different people are motivated by different things. Some team members report recognition for good work in a team meeting or a personal or phone call as a great reward. Extra compensation for doing extra work is valuable to other team members.

37. Communication is the key to success. Communicate regularly with
Question 5
Communication is the key to success. Communicate regularly with
Project team
Any subcontractors
Customer
Company’s upper management
Effective and frequent communication is crucial for keeping the project moving, identifying potential problems, soliciting suggestions to improve project performance, keeping abreast of customer satisfaction, and avoiding surprises.
Describe why a project manager needs good verbal and written communication skills.
5. Describe why a project manager needs good verbal and written communication skills.
Communication is the key to success. Project managers need to communicate regularly with the project team, as well as with any subcontractors, the customer, and their own company’s upper management.
Effective and frequent communication is crucial for keeping the project moving, identifying potential problems, soliciting suggestions to improve project performance, keeping abreast of customer satisfaction, and avoiding surprises.

38. A project manager needs good interpersonal skills to:
Question 6
Interpersonal skills relate to how we work and get along with other people.
A project manager needs good interpersonal skills to:
Try to influence the thinking and actions of others
Deal with disagreement or divisiveness among team members
What is meant by the term interpersonal skills?
Give some examples of interpersonal skills, and explain why they are important.
6. What is meant by the term interpersonal skills? Give some examples of interpersonal skills, and explain why they are important.
Interpersonal skills relate to how we work and get along with other people.
The project manager needs to establish clear expectations of members of the project team so that everyone knows the importance of his or her role in achieving the project objective.
The project manager should emphasize that everyone’s contribution is valuable to successfully executing the plan.
The project manager should look for areas of common interest with each individual.
One technique is for the project manager to mention his or her own hobbies and see whether the team member responds.
In information conversations, the project manager should use open-ended questions and do a lot of listening.
Good interpersonal skills enable a project manager to empathize with individuals when special circumstances arise.
A project manager needs good interpersonal skills to:
Try to influence the thinking and actions of others
Deal with disagreement or divisiveness among team members

39. A project manager can Question 7
Encourage participation and involvement by all members of the project team
Facilitate project meetings so as to draw all individuals into the discussions
Solicit an individual’s ideas when meeting separately with that person
Have various team members participate in presentations to the customer or the company’s upper management
Show that he or she values the contributions of each team member
Foster motivation through recognition of the project team as a whole and of individual members
What are some things a project manager can do to help create an environment in which a project team will feel motivated?
7. What are some things a project manager can do to help create an environment in which a project team will feel motivated?
The capable project manager understands what motivates team members and creates a supportive environment in which individuals work as part of a high-performing team and are energized to excel.
A project manager can create such an environment by encouraging participation and involvement by all members of the project team.
Techniques include:
Facilitating project meetings so as to draw all individuals into the discussions
Soliciting an individual’s ideas when meeting separately with that person
Having various team members participate in presentations to the customer or the company’s upper management
The project manager should demonstrate that he or she values the contributions of each team member.
The project manager can also foster motivation through recognition of the project team as a whole and of individual members.

40. Question 8
Examples should include where one team conceded to the other team and the other team did not make any concessions.
Both teams likely have to make concessions in order to ensure a positive outcome, or they make an agreement to share what is needed for the project in some manner for a win-win outcome.
Describe a time when negotiation resulted in a win-lose outcome.
What changes could have been made to make the result a win-win outcome?
8. Describe a time when negotiation resulted in a win-lose outcome. What changes could have been made to make the result a win-win outcome?
Responses will be dependent upon students’ individual experiences. Examples should include where one team conceded to the other team and the other team did not make any concessions.
An example is when a project manager gave concessions to another project manager in an organization to let the other project manager have access to the lab for the project work during the regular work day and the first project manager and team had to do all their work at night.
The conceding team missed a number of activities that occurred in the evening.
It could have been negotiated to share the day time lab and not have only one team in the lab at a time.
This would have reduced the hardship on the project team.
It is likely that both teams will have to make concessions in order to ensure a positive outcome, or they make an agreement to share what is needed for the project in some manner for a win-win outcome.

41. Question 9
Delegation involves empowering the project team to achieve the project objective and empowering each team member to accomplish the expected results for his or her area of responsibility.
Delegation is essential because empowerment of the team members helps with buy in for the project and helps develop the team members’ skills.
What is meant by the term delegation?
Why is delegation essential for project management? Give some examples.
9. What is meant by the term delegation? Why is delegation essential for project management? Give some examples.
Delegation involves empowering the project team to achieve the project objective and empowering each team member to accomplish the expected results for his or her area of responsibility.
It is the act of allowing individuals to successfully carry out assigned tasks.
It includes giving team members the responsibility to accomplish job objectives and the authority to make decision and take actions.
Delegation is essential for an effective project manager; however, the project manager is still ultimately responsible for achieving the project results.
She or he needs to define what specifically constitutes each task and the desired result of the task.
This includes its work scope, tangible results or products to be delivered, expected quality, budget, and schedule.
Empowerment of the team members helps with buy-in for the project and helps develop the team members' skills.

42. Some common barriers to effective delegation:
Question 10
Some common barriers to effective delegation:
The project manager has a personal interest in the task or thinks she can do it better or faster herself.
The project manager lacks confidence in the capability of others to do the work.
The project manager is afraid that he will lose control of the work.
Team members fear criticism for mistakes or lack self-confidence.
What are some barriers to effective delegation?
10. What are some barriers to effective delegation?
Some common barriers to effective delegation are:
The project manager has a personal interest in the task or thinks she can do it better or faster herself.
The project manager lacks confidence in the capability of others to do the work.
The project manager is afraid that he will lose control of the work.
Team members fear criticism for mistakes or lack self-confidence.

43. Question 11
It is important to manage and control changes in order to minimize any negative impact on the successful accomplishment of the project objective.
Sometimes changes are initiated by the project manager or project team, others are requested by the customer.
Examples:
Project team will request a change due to new technology
The customer has a different need
Why is it important to manage changes during a project?
How are changes initiated? Give some specific examples.
11. Why is it important to manage changes during a project? How are changes initiated? Give some specific examples.
It is important to manage and control changes in order to minimize any negative impact on the successful accomplishment of the project objective.
Sometimes changes are initiated by the project manager or project team, others are requested by the customer.
The project team may request a change due to technology that is newly available, something has happened (e.g., a snowstorm) that has reduced the possibility of completing the work, or the customer’s needs change and asks for the project objective to be adjusted to suit the new need.

44. Situate all the project team members in one office location
Question 12
Initiate periodic social gatherings—lunches, picnics, or pizza parties—for the project team
Situate all the project team members in one office location
Look for opportunities to celebrate successes
Recognize and reinforce the project team members' efforts
Describe some ways a project manager can make a project more fun and team members more committed.
12. Describe some ways a project manager can make a project more fun and team members more committed.
One technique is to initiate periodic social gatherings—lunches, picnics, or pizza parties—for the project team.
Another technique is to try to situate all the project team members in one office location, if feasible.
The project manager should look for opportunities to celebrate successes, especially early on in the project.
The project manager should recognize and reinforce the project team members' efforts for the project and communicate those efforts to their supervisors if not directly supervised by the project manager.

45. Question 13
Answers evaluate the effectiveness of the project managers.
Examples of effective managers include listening and asking for team member input.
Project managers that were ineffective could have delegated tasks, communicated with the team more, and trusted the team to do the work by having project team meetings and listening to the team members.
Think of a project on which you have worked. Describe what made the project manager for that project effective or ineffective.
How could the project manager have done a better job?
13. Think of a project on which you have worked. Describe what made the project manager for that project effective or ineffective. How could the project manager have done a better job?
Specific answers will vary. Answers should evaluate the effectiveness of the project managers.
Many managers are deemed effective because they listen to the project team members and ask the project team member input.
Those project managers that were described as ineffective did not trust the members of the team to complete the tasks and micromanaged every task.
Ineffective project managers could have delegated tasks, communicated with the team more, and trusted the team to do the work by having project team meetings and listening to the team members.

46. Internet Exercises
100 Lessons Learned for Project Managers Effective Project Leadership Effective Delegation Project Management Institute Project Management Careers
Internet Exercises
Assign the Internet Exercises to your students as homework or complete them with students in a computer lab. The Web exercises in this chapter involve investigating a variety of sites, including one at NASA that gives 100 Lessons Learned for Project Managers.

47. Internet Exercises
The 100 Lessons Learned for Project Managers provide a valuable resource to learn from the experiences of a number of project managers.
Searches for "effective project leadership" and "effective delegation" result in definitions, suggestions on how to develop each, and lists of competencies of effective leaders and delegation.
The PMI site lists a number of project management positions. Searches can be completed by keywords and location.
Using your favorite Web search engine, perform a search for “100 Lessons Learned for Project Managers.” Examine the stories on the site.
Do several additional Web searches for "effective project leadership" and "effective delegation.”
Check out the PMI website for information regarding career opportunities for project managers.
Internet Exercises
The Web exercises in this chapter involve investigating a variety of sites, including one at NASA that gives 100 Lessons Learned for Project Managers. The lessons learned provide a valuable resource to learn from the experiences of a number of project managers.
Responses to the stories should involve evaluations of the activities completed by the project managers. Responses are usually based in "the project manager did a good job by doing ... and a bad job when did ..."
Searches for "effective project leadership" and "effective delegation" result in definitions, suggestions on how to develop each, and lists of competencies of effective leaders and delegation.
The Project Management Institute site lists a number of project management positions. Searches can be completed by using keywords and locations.

48. Codeword Case Study 1 Case Study #1: Codeword
This case study involves a medium-size firm, Codeword, that designs and manufactures electronic systems for the mass transit industry.
Most projects range from $10 million to $50 million in cost and from one to three years in duration.
A new employee to the company, with eight years of experience, is having trouble with the way her project manager is treating her.
Group Activity
Split the course participants into groups of four or five students to discuss the following questions:
What should be done to remedy the situation?
What could have been done to prevent the situation?
Have each group choose a spokesperson to present its conclusions to the entire class.

49. Case Study 1 Question 1
Jack has the potential to be a very good project manager. However, he needs training and guidance.
He should attend training specific to his new role to familiarize himself with the new demands of the role.
Do you think Jack is ready to serve as a project manager? Why or why not?
How could Jack have prepared for his new role?
1. Do you think Jack is ready to serve as a project manager? Why or why not? How could Jack have prepared for his new role?
It sounds like Jack has the potential to be a very good project manager. He has done well in the company and is well-respected. However, based on what we are seeing in the case study, he clearly needs some training and guidance if he is going to be successful in this new role.
Just because someone is an excellent engineer, does not necessarily mean they will be an excellent project manager. Jack needs to develop the skills required for this new position. He should attend training specific to his new role to familiarize himself with the new demands of the role.

50. Case Study 1 Question 2
Jack is accustomed to working with his buddies and Alfreda is new to the company.
She is more educated than Jack and makes more money than him as well. This might make him insecure.
What is the major problem with the way Jack interacts with Alfreda?
2. What is the major problem with the way Jack interacts with Alfreda?
Jack is accustomed to working with his buddies and Alfreda is new to the company.
She is more educated than Jack and makes more money than him as well. This might make him insecure.

51. Case Study 1 Question 3
It sounds as though every time Alfreda has some good ideas about design issues she tries to show them to Jack but he will not listen.
Jack will probably respond the way he has in other circumstances. He will not really listen, tell her she is wrong, and dismiss her ideas.
Why do you think Alfreda hasn’t had an open discussion with Jack about the way he’s treating her?
If Alfreda approaches Jack directly, how do you think he will respond?
3. Why do you think Alfreda hasn’t had an open discussion with Jack about the way he’s treating her? If Alfreda approaches Jack directly, how do you think he will respond?
It sounds as though every time Alfreda has some good ideas about design issues she tries to show them to Jack but he will not listen. So, she probably believes that if she approaches him about the way he is treating her, he would not listen then either.
Jack will probably respond the way he has in other circumstances. He will not really listen, tell her she is wrong, and dismiss her ideas.

52. Case Study 1 Question 4
The manager of electrical engineering will probably call Jack in and have a talk with him and afterwards he might have a meeting with both of them together.
The manager should
Reassure Jack of his capabilities
Act as a mentor to Jack
Reassure Alfreda that her experience and credentials will be respected
Have frequent, brief discussions with each of them
How do you think the manager of electrical engineering will respond to this situation?
What should the manager do?
4. How do you think the manager of electrical engineering will respond to this situation? What should the manager do?
The manager of electrical engineering will probably call Jack in and have a talk with him and afterwards he might have a meeting with both of them together.
Because it appears as though Jack is being insecure, the manager might reassure Jack of his capabilities and then act as a mentor to him in his new role. Likewise, he should reassure Alfreda that her experience and credentials will be respected. He should also have frequent, brief discussions with each of them individually to see if progress is being made.

53. ICS, Inc. Case Study 2 Case Study #2: ICS, Inc.
This case study is about a small 20-person information systems consulting company, ICS, Inc., that just received a contract from a Fortune 100 company.
Group Activity
Select five course participants to perform a skit of this case in front of the class. One person will be the narrator describing the scenes and the transitions between scenes. The other four participants will play the roles of Ivana, Patrick, Ester, and Harvey and read their lines.
At the conclusion of the skit, have the entire class discuss their response to the case question.

54. Let the class debate the answer to this one!
Case Study 2 Question 1
Let the class debate the answer to this one!
Answers have included having the project team develop a response to the project with realistic expectations for completing the work.
Considering Ivana’s management style, how should the group of employees assigned to the project proceed?
1. Considering Ivana’s management style, how should the group of employees assigned to the project proceed?
Yikes! Could you imagine working for someone like that?
Let the class debate the answer to this one!
Answers have included having the project team develop a response to the project with realistic expectations for completing the work.

55. First, they did not even know she submitted a proposal.
Case Study 2 Question 2
First, they did not even know she submitted a proposal.
Then, she decides to take a two-week vacation to reward herself.
The project members must find a way to improve communications and not let her make all their decisions for them.
How should the project members interact with Ivana throughout the project?
2. How should the project members interact with Ivana throughout the project?
First, they did not even know she submitted a proposal.
Then, she decides to take a two-week vacation to reward herself.
The project members must find a way to improve communications and not let her make all their decisions for them.

56. Case Study 2 Question 3
Who knows? Clearly she has an interesting background and now it all seems to be about “her” success.
Ivana is the owner and has forgotten that the workers are the ones that help make her company successful.
Why do you think Ivana behaves the way she does?
3. Why do you think Ivana behaves the way she does?
Who knows? Clearly she has an interesting background and now it all seems to be about “her” success.
Ivana is the owner and has forgotten that the workers are the ones that help make her company successful.

57. It might be best if they call a group meeting with her.
Case Study 2 Question 4
It might be best if they call a group meeting with her.
With the increased competition in the information technology market, a negative outcome with this Fortune 100 company could spell disaster for Ivana's company.
Should the project members approach Ivana about her management style? If so, how?
4. Should the project members approach Ivana about her management style? If so, how?
It might be best if they call a group meeting with her.
With the increased competition in the information technology market, a negative outcome with this Fortune 100 company could spell disaster for Ivana's company.
This would be a good case to act out in class.