1. TK3333 Software Management
Topic 10:
The Project Manager

2. Contents Responsibilities of the project manager
Skills needed to successfully manage projects
Techniques for developing those skills
Approaches to effective delegation
Ways the project manager can manage and control changes 2 2 2 2 2 2 2 2 2

3. Real World Example Vignette: The Federal Bureau of Investigation
The FBI included upgrading its information technology infrastructure as one of its top ten priorities.The project, Triology, began in November original objectives: to modernize outdated computer hardware, and connect FBI field offices to the Internet.
After September 2001, the FBI reorganized its principles to include more security.
A review by the National Research Council in July 2003 revealed that Triology was at high risk for failure. The FBI needed to establish new operational procedures, and employees needed to learn new skill sets to implement the new technology.
NRC provided the following recommendations to prevent Triology from failing: create a contingency plan to return to the old system in case of failure, more senior leadership should become involved in the project, and plan adequate time for testing the new system.
The Triology project team can successfully avoid failure by adhering to these sound project management principles. 3 3

4. Real World Example
Vignette: California Public Employee Retirement System
In April 2004, the California Public Employee Retirement System (CalPERS) unveiled their new website. Business Week Online’s Alex Salkever compiled advice from project managers and IT consultants on project management for CalPERS.
Project selection: Choose projects that fit the mission of the business. Selection process should have several levels of review for approval.
Project team: Find a group with complementary skills and good communication habits. Put someone in charge to take accountability and responsibility for the outcome of the project.
Contractor: Check out the potential contractor’s references. Review and prepare to negotiate all contracts.
Off-the-shelf products: Try to buy software packages that already include most of the desired features.
Communication: Schedule regular meetings, and communicate with anyone affected by the project.
Control: Construct a roadmap and timeline, and establish constraints to prevent scope creep. 5 4

5. Responsibilities of the Project Manager
Ensure the customer is satisfied that the work scope is completed in a quality manner, within budget, and on time.
Provides leadership in planning, organising, and controlling the work effort.
Coordinates the activities of various team members.
Does not try to do it alone.
Involves the project team to gain their commitment. 6 5

6. Responsibilities of the Project Manager
Planning
Clearly defines the project objective and reaches agreement with the customer.
Communicates this objective to the project team. 7 6

7. Responsibilities of the Project Manager
Organising
Secures the appropriate resources.
Decides which tasks should be done in-house and which by subcontractors or consultants.
Assigns responsibility and delegates authority.
Creates an environment in which individuals are highly motivated. 8 7

8. Responsibilities of the Project Manager
Controlling
Tracks actual progress and compares it with planned progress.
Takes immediate action if progress or costs change. 9 8

9. Skills of the Project Manager
The project manager is a key ingredient in the success of a project:
Strong leadership ability
Ability to develop people
Excellent communication skills
Good interpersonal skills
Ability to handle stress
Problem-solving skills
Time management skills 10 9

10. Leadership Ability Leadership is getting things done through others.
Inspire the people assigned to the project
Create vision of the result and benefits of the project
Participative and consultative leadership style
Establishes the parameters and guidelines for what needs to be done
Does not tell people how to do their jobs 11 10

11. Leadership Ability Involves and empowers the project team
Involves individuals in decisions affecting them
Empowers individuals to make decisions within their assigned areas
Understands what motivates team members and creates a supportive environment
Does not create situations that cause individuals to become discouraged
Fosters motivation through recognition 13 11

12. Leadership Ability
Sets the tone of trust, high expectations, and enjoyment
Has high expectations of themselves and of each person on the project team
Is optimistic and positive
Encourages the same positive attitude
Is highly motivated and sets a positive example
Has self-confidence and inspires confidence
Leads by making things happen 15 12

13. Ability to Develop People
Committed to the training and development of people
Uses the project to add value to each person’s experience base
Believes that all individuals are valuable to the organisation
Stresses the value of self-improvement 18 13

14. Ability to Develop People
Provides opportunities for learning and development by encouraging individuals to assume the initiative, take risks, and make decisions
Provides assignments that require individuals to extend their knowledge
Identifies situations in which less experienced people can learn from more experienced people
Has people attend formal training sessions
May provide coaching 21 14

15. Communication Skills Effective and frequent communication is crucial.
Communicate regularly with the project team, subcontractors, customer, and own upper management
A high level of communication is especially important early in the project
Good oral and written communication skills
Spend more time listening than talking 23 15

16. Communication Skills Establish ongoing communication with the customer
Communication should be timely, honest, and unambiguous
Effective communication establishes credibility and builds trust
Provide timely feedback to the team and customer
Create an atmosphere that fosters timely and open communication 25 16

17. Interpersonal Skills Good interpersonal skills are essential.
Develop a relationship with each person on the project team
Try to learn about the personal interests of each individual without being intrusive
Should use open-ended questions and do a lot of listening
Empathise with individuals when special circumstances arise 27 17

18. Interpersonal Skills
Maintain relationships throughout the duration of the project
Use good interpersonal skills:
to try to influence the thinking and actions of others
to deal with disagreement or divisiveness 29 18

19. Ability to Handle Stress
Cannot panic; remain unruffled
Able to cope with constantly changing conditions
Act as a buffer between the project team and the customer or upper management
Have a good sense of humor
Stress is likely to be high when a project is in jeopardy of not meeting its objectives 30 19

20. Problem-Solving Skills
Early identification of a problem or potential problem is important
Encourage project team members to identify problems early and solve them on their own 32 20

21. Time Management Skills
Have self-discipline
Be able to prioritise
Show a willingness to delegate 33 21

22. Developing the Skills Needed to Be a Project Manager
Gain experience
Work on as many projects as you can; each project presents a learning opportunity
Seek out feedback from others
Conduct a self-evaluation and learn from your mistakes
Interview project managers who have skills that you want to develop
Participate in training programs 34 22

23. Developing the Skills Needed to Be a Project Manager
Join organisations, such as the Project Management Institute
Read and subscribe to journals
Volunteer and contribute to the community or a specific cause to develop leadership skills
Learning and development are lifetime activities — there’s no finish line 35 23

24. Delegation
Involves empowering the team to achieve the objective and empowering each team member to accomplish the expected results
Allow individuals to successfully carry out assigned tasks
Give team members the responsibility to accomplish job objectives and the authority to make decisions and take actions
Give team members accountability for accomplishing results 37 24

25. Delegation Requires effective communication skills
Provide a clear understanding of what is expected in terms of specific results, but do not tell the individuals how to do the task
Select the team members who are best qualified to perform each task and then empowering them to do it
Have confidence in each member of the team 38 25

26. Delegation Common barriers to effective delegation:
Project manager has a personal interest in the task
Project manager thinks he/she can do it better or faster herself
Project manager lacks confidence in the capability of others
Project manager is afraid he will lose control of the work and not know what is going on
Team members fear criticism for mistakes or lack self-confidence 41 26

27. Managing 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 43 27

28. Managing Change
The later in the project that changes are identified, the greater their effect
Aspects most likely to be affected are budget and completion date
At the start of the project, procedures need to be established regarding how changes will be documented and authorised 44 28

29. Managing Change Whenever a customer requests changes:
Have project team members estimate the effects on cost and schedule
Be sure team members will not casually agree to changes that may require additional person-hours
Develop open communication and a climate of trust
Have users participate up front in the decision to change 45 29

30. Thank You
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