1. Ch. 3 The Project Manager (PM)
Project management and the PM
Special demands on the PM
Selecting the PM
Cultural differences
Impact of institutional environment
Multicultural communications and managerial behavior

2. Ch. 3.1: Functional and Project Manager Compared
Functional Manager:
Project Manager:

3. Ch. 3.1: Functional and Project Manager Compared
Functional Manager
Project Manager
Approach
Analyst
Generalist
Style
Expert
Facilitator
Responsibility
Technology & Resources
Results

4. Ch. 3.1: The Systems Approach
Definition of System:
A set of interrelated components that accepts input and produces output in a purposeful manner
Keyword: PURPOSEFUL (involving humans in some way)
The “Systems Approach” does not only consider the individual parts that make up the system, but also the system AS A WHOLE, recognizing that the system is MORE than the sum of it’s individual parts

5. Ch 3.1: The PM As a Generalist:
WHAT needs to be done?
WHEN must it be done?
HOW are the required resources to be obtained?

6. Ch 3.1: The PM As a Facilitator
Separation of project from functional management structure of firm (avoid being micromanaged)

7. Ch. 3.1: Project Management and the Project Manager
Ad-hoc (essentially disorganized)
Abbreviated (some processes exist)
Organized (standardized processes)
Managed (measured processes)
Adaptive (continuous improvement)

8. Ch. 3.2: Special Demands on Project Manager
Acquiring Adequate Resources
Acquiring and Motivating Personnel
Dealing with Obstacles
Making Project Goal Trade-offs
Failure and the Risk and Fear of Failure
Breadth of Communications

9. Ch. 3.2: Reasons Why Projects Are Under-Budgeted
Project proposers optimism
Purposeful underestimates
Uncertainty of project environment
PM Response: Scramble, Elicit aid, Work late, Wheedle, Threaten, Do whatever necessary!

10. Ch 3.2: Acquiring Personnel - Concerns
Concerns by Functional Manager:
PM chooses FM’s best workers for project
Project more glamorous than steady functional duties
Concerns by Acquired Team Member:
FM controls evaluation, salary & promotion

11. Ch. 3.2: Characteristics of Effective Team Members
High-quality technical skills
Political sensitivity
Strong problem orientation
Strong goal orientation
High self-esteem

12. Ch 3.2: Project Obstacles At the beginning of Project:
Resource paring by upper management
Towards end of project:
Last minute project changes
Future careers of team members

13. Ch 3.2: Project Goal Trade-offs
Relative Importance of Project Objectives During Different Phases of the Project Life Cycle

14. Ch 3.2 Risks, Fears, Failure Smooth start Problems late in Life Cycle
Type 1: Routine Projects
Type 2: Non-routine Proj.
Smooth start
Problems late in Life Cycle
Not organized to handle unexpected crises
Planning problems
Failure to define requirements and specifications

15. Ch 3.2: Communication Issues
Liaison to outside world and arbitration of internal team problems
(If necessary) post mortem on failed projects
Supportive interaction with top management
Building a solid information network
Flexibility in resource trade-offs

16. Ch. 3.3: Selecting the PM – Desirable Characteristics
Strong technical background
Hard-nosed manager
Mature
Currently available
On good terms with senior executives
Keeps project team happy
Experience in several different departments
Walks on water

17. Ch. 3.3: Selecting the PM – MOST Desirable Characteristic
Drive to complete task

18. Ch 3.3 PM Credibility - Technical
Reasonable understanding of the base technology
Ability to explain project technology to stakeholders
Accurate interpretation of client needs to project team

19. Ch 3.3: PM Credibility - Administrative
To senior management: Affirm that project reports are accurate and timely
To project team: Make sure material, equipment, labor are available when needed

20. CH. 3.3 PM Sensitivity Political
Interpersonal: Recognize and resolve conflicts before they erupt
Detective: Recognize cover-up of failure by team members

21. Ch. 3.3 Leadership - Interpersonal
Interpersonal influence, exercised in situations and directed through the communications process, towards the attainment of a specific goal or goals +
Enthusiasm, optimism, energy, tenacity, courage, maturity

22. Ch 3.3 Leadership – Ethical Missteps
“wired” bids
“buy-in” with intent to amend lateron
kickbacks
“covering” for team members
“shortcuts”
substandard material
compromising safety
violating standards
consultant biased

23. Ch 3.3 PMI Code of Ethics
Maintain High Standards of personal and professional conduct
Work Action Items
Employer and Clients Relations
Responsibilities to Community

24. Ch 3.3: Management Style Technological Uncertainty System Complexity
Low tech  rigid
Medium tech  moderately firm
High tech  moderately flexible
Very high tech  highly flexible
Assembly  informal
System  formal
Array  highly formal

25. Ch 3.3: PM Stress Factors
Lack of consistent set of procedures to manage project
Too much work
Need for high achievement
Parent organization in upheaval

26. Ch 3.4: Source of Cultural Differences
Nationality
Socioeconomic environment
Type of Industry
Geographical regions within a country
Divisions within a corporation

27. Ch 3.4: The Four Pillars of Culture
Technology: Attitudes toward work, food preparation
Institutions: Religion, Family, Government
Language: Connotative meaning of words
Art: Glue that holds culture together

28. Ch. 3.4: Culture Clashes North America Latin America Asia Tardiness
Not acceptable
Normal
Loss of face
Nepotism
Discouraged
Integration
Mandated
Non existent
Involvement
Prerequisite

29. Ch 3.5 Project Team Neighborhood (Environments)
Socioeconomic Environment
Legal Environment
Business Cycle Environment
Technological Environment

30. Ch 3.5: Socioeconomic Environment
Bureaucracy: marked increase outside U.S.A.
Ensuring the Good of the Local Economy: no exploitation, reinvestment, local safety rules, employment preference, local traditions honored
Discrimination: female PM or “hostile” ethnicity PM may increase the risk of project failure (difficult to use Armenian PM in Turkey)

31. Ch 3.5: Legal Environment Domestic Foreign Litigation High Low
Negotiation
Moderate
Trust
Important
Essential
Collaboration
Catching on
The norm
Proprietary technology
Legally protected
Transferred or protected by PM

32. Ch 3.5: Business Cycle Environment
Cycles between Prosperity and Recession
Cycle shifted in Timing and Magnitude among different nations
During Recession, nations erect protective trade barriers

33. Ch. 3.5: Technological Environment
Local technology is a function of relative cost (supply) of the factors of production
Local technology is modified by local traditions, policy and law
Local technology needs to be integrated into overall project technology

34. Ch 3.6: Multicultural Communication Problems
PM does not speak local language  Learn it!
Illiterate team members  no memos
Local supervisors shun “hands-on” experience  PM to demonstrate
High regard for teachers  local team members will not correct PM mistakes
Team members expect to be asked  PM not voluntarily informed of project status

35. Ch 3.6: PM Behavior in Multicultural Environment
Collegiality (formality of communications)
Appropriate way of criticism
Project time horizon (short vs. long term)
Work ethic
Project risk taking
Personal risk taking (kidnapping etc)
Provide for expatriate needs