1. OPMA 5364 Project Management Part 2 Project Managers

2. Topic Outline: Project Managers
Selecting the project manager
Roles of a project manager
Project manager responsibilities
Characteristics of an effective project manager
Project manager challenges
Project manager rewards
Project manager selection exercise
Project Management Institute (PMI)
Tips for managing meetings
Part 2 - Project Managers

3. Part 2 - Project Managers
Project Manager (PM)
When is the PM appointed?
Who is the PM responsible to?
Who should be appointed as the PM?
a technical expert?
whoever is available at the moment?
someone with good organizational skills?
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4. Project Stakeholders & Participants
Customer/Client
Project sponsors
Top management
Project team
Subcontractors and vendors
Administrative support groups (HR, IT, Purchasing)
Functional managers
Other project managers in the company
Government agencies and other organizations
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5. Functional vs. Project Managers
Functional Manager
Expert in functional area
Full authority over employees
Competes for resources with other functional dept.
Knows subordinates very well
Functional environment is fairly stable & people are comfortable in their jobs
Project Manager
May not be expert in any area
May have limited authority over employees
Competes for resources with other projects
May not have known subordinates very long
Project environment is temporary & people expect changes
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6. Part 2 - Project Managers
Roles of a PM
Manager
oversees and manages the work and the employees
Facilitator
ensures that all resources and work are available when needed and that any problems are resolved
Communicator
must effectively communicate with senior management, client, project team, and other participants (vendors, dept. managers, etc.) as needed (which is frequently)
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7. Part 2 - Project Managers
Roles of a PM
Politician
knows how to “get things done”, how to “work the system”, how to get people to cooperate, how to influence others
Negotiator
skilled at getting what is needed for the project to succeed: negotiate with senior mgmt. for more resources, negotiate with functional manager to get a particular project team member or to use a functional resource, negotiate with vendor for shorter lead time, negotiate with client about project goal changes
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8. PM’s Responsibilities
Doing whatever it takes to get the job done
Acquiring resources
Funds, personnel, other resources
Fighting fires and obstacles
Providing leadership
Making tradeoffs between project goals
Negotiating and persuading
Resolving conflicts
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9. Part 2 - Project Managers
Helpful Skills for a PM
Leadership ability
Communication skills
Ability to develop people
Team-building skills
Interpersonal skills
Ability to handle stress
Planning skills
Organizational skills
Problem-solving skills
Administrative skills
Conflict resolution skills
Time management skills
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10. Desirable Characteristics of a PM
Strong focus on “finishing the job”
Good at flexibility and adaptability
Willing to make decisions
Credibility is critical (technical & administrative)
Strong sense of ethics
Political and personal sensitivity
Effective leadership skills (can motivate)
Participative style of management
Ability to handle stress
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11. How To Develop Good PM Skills
Gain experience on the job
work on project teams, manage small projects, work in different job areas to get breadth of experience
Seek out feedback from others; look for a mentor
Conduct a self-evaluation; learn from mistakes
Interview senior or star project managers
Participate in training programs
Join PMI, Toastmasters, other organizations
Read journals, magazines, books on Project Mgmt.
Volunteer with charities to gain some skills
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12. Project Manager Challenges
Dealing with many conflicts of opinions & interests
Handling job stress
Making goal tradeoffs when things go poorly
Staying within the budget
Meeting the project deadline
Achieving all desired project outcomes
Keeping all stakeholders happy
Time management
Balancing work time and family time (hrs/week)
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13. Project Manager Rewards
Satisfaction of seeing final outcome and resulting benefits to the company
Satisfaction of making stakeholders happy
Good visibility for successful project manager
Opportunities for advancement, more responsibilities
Professional growth; enhanced career value
Financial rewards: bonus, salary increase
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14. 12 Rules for Project Managers
Two researchers conducted many interviews with senior project managers in which they asked a simple question:
“What information were you never given as a novice project manager that, in retrospect, could have made your job easier?”
The results were summarized into 12 rules for new PMs.
Source: J. Pinto and O. Kharbanda, “Lessons for an Accidental Profession,” Business Horizons, March-April 1995.
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15. 12 Rules for Project Managers
Understand the problems, opportunities, and expectations of a project manager.
Recognize that project teams will have conflicts, but this is a natural part of group development.
Understand who the stakeholders are and their agendas.
Realize that organizations are very political and use politics to your advantage.
Realize that project management is “leader intensive” but that you must be flexible.
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16. 12 Rules for Project Managers
Understand that project success is defined by four components: budget, schedule, performance criteria, and customer satisfaction.
Realize that you must build a cohesive team by being a motivator, coach, cheerleader, peacemaker, and conflict resolver.
Notice that your team will develop attitudes based on the emotions you exhibit—both positive and negative.
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17. 12 Rules for Project Managers
Always ask “what-if” questions and avoid becoming comfortable with the status of the project.
Don’t get bogged down in minutiae and lose sight of the purpose of the project.
Manage your time efficiently.
Above all, plan, plan, plan.
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18. Part 2 - Project Managers
PM Selection Exercise
First State Bank case
Divide into small groups
Each group assigned Bob Dixon or Jim Mason
Read first 2 paragraphs plus section on your assigned person (5 min.)
Within your group, develop a set of reasons supporting why your assigned person (Bob or Jim) should be the project manager (20 min.)
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19. Project Management Institute (PMI)
Purpose: PMI is a professional organization dedicated to the development and promotion of the field of project management.
Founded in 1969
,500 members
,000
,000
,000 (reached this # in Jan. 2003)
Now >100,000 in more than 135 countries
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20. PMI Available Resources
PMP Certification (Project Mgmt. Professional)
Dallas and Fort Worth each have a PMI chapter
Project Management Body of Knowledge
PMBOK Guidebook—2004 edition, 250 pages
currently in draft form that you can download
Job listings, publications, web links
Code of Ethics for Project Management
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21. Part 2 - Project Managers
PMI Code of Ethics
Preamble:
In the pursuit of the project management profession, it is vital that PMI members conduct their work in an ethical manner in order to earn and maintain the confidence of team members, colleagues, employees, employers, customers/clients, the public, and the global community.
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22. Part 2 - Project Managers
PMI Code of Ethics
As professionals in the field of project management, PMI members pledge to uphold and abide by the following:
I will maintain high standards of integrity and professional conduct
I will accept responsibility for my actions
I will continually seek to enhance my professional capabilities
I will practice with fairness and honesty
I will encourage others in the profession to act in an ethical and professional manner
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23. Part 2 - Project Managers
Meetings
The PM attends many meetings, some of which they lead, or manage
Since a PM’s time is valuable, managing meetings efficiently and effectively is a desirable skill
There are many tips that are helpful in becoming an effective meeting manager
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24. Part 2 - Project Managers
Meetings
If run properly, meetings can be an effective way to discuss issues and make decisions
Some guidelines for effective meetings:
Don’t hold meetings for the purpose of sharing information that can be provided in a report
Distribute agenda in advance. Why?
Start and stop on time. Why?
How can you encourage people to be on time?
Chair of meeting is responsible for the minutes
Avoid excessive formality at project meetings
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25. Part 2 - Project Managers
Meetings
Assume that a project team is going to meet to discuss issues and recommend actions.
Who should attend the meeting?
Who should chair the meeting?
Where should the meeting be held?
How long should the meeting last?
What should be the outputs of the meeting?
When should they meet again?
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26. Part 2 - Project Managers
Managing Meetings
How should the meeting chair stop one person from dominating discussions?
How can the meeting chair solicit input from quieter members? Why should they?
Different points of view are beneficial to discuss, but what should the chair do if two people start arguing and create tension?
How can chair handle “stupid” suggestions?
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27. Controlling the Meeting
During a team meeting to discuss issues and make decisions, how much should the chair talk? Why?
If the chair favors a particular point of view, when should that be made known in the discussion? Why?
How can the chair bring each issue to a positive finish? Why is this important?
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28. Part 2 - Project Managers
The Meeting Agenda
How long should it be?
How long before the meeting should it be distributed?
What information should be included about each agenda item?
How should agenda items be sequenced?
What is the benefit of labeling agenda items as “informational”, “for discussion”, or “action item”?
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29. Structuring Discussion of an Item
For items needing discussion and a decision:
What is the problem?
What is the background information?
What might have caused the problem?
What are some potential solutions?
Select the best solution.
Chair should keep discussion focused on this framework
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30. Dealing with Discussions
Questions seek and answers supply:
information
opinions
suggestions
Which is usually most valuable? Why?
The more suggestions the better
No suggestions are “stupid”, but some may need clarification or further development
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31. Part 2 - Project Managers
Minutes of the Meeting
Chair is responsible that minutes be taken
All attendees and absentees at the meeting should be listed. Why?
Minutes should list results of each item discussed. Why?
Items requiring action should be indicated, along with who is responsible for follow-up
Minutes should be distributed reasonably soon after the meeting. Why?
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32. Final Thoughts on Meetings
Meetings can serve a useful purpose
Meetings can also be a waste of time
The chair of the meeting is responsible for the meeting being effective and efficient
The chair should value the time of everyone involved
Effective meeting management is a skill
Attending workshops on managing meetings can be helpful
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33. Helpful Meeting Suggestions
Does anyone have any helpful suggestions or tips for running meetings more effectively and efficiently?
Part 2 - Project Managers