1. Matching PMBOK Section
Project Management
Chapter 4 : project Office and Team
Harold Kerzner, Project Management: A Systems Approach To Planning, Scheduling and Control, Tenth Edition, John Wiley & Sons Inc., 2009
Matching PMBOK Section
Human Resource Management

2. Chapter 4 Contents Next Generation Project Managers
Introduction
The Staffing Environment
Selecting the Project Manager: An Executive Decision
Skill Requirements for Project and Program Managers
Special Cases in Project Manager Selection
Selecting the Wrong Project Manager
Next Generation Project Managers
Duties and Job Descriptions
The Organizational Staffing Process
The Project Office
The Functional Team
The Project Organizational Chart
Special Problems
Selecting the Project Management Implementation Team

3. Introduction Project management includes managing
Project office
Project team
Project Office personnel
Work full time at the office
Project Team members
Work outside – spend little time at the office

4. Staffing Environment Issues Project managers characteristics
Personnel performance – change in work – temporary nature, adaptation
Personal policy – related to salary and grades
Project managers characteristics
Honesty and integrity
Business management and technical expertise
Not biased
Quick decision maker
Versatile
Tough
Guiding their subordinates

5. Selecting PM Experience with past projects Responsibilities
Interface management
Resource management
Planning and control management
Where to recruit
From within the company
Outsiders

6. Skills Required Team building Leadership Conflict resolution
Technical expertise
Planning
Organization
Entrepreneurship
Administration
Building Management Support.
Resources Allocation.

7. Special cases in Selecting PM
4 major problem areas in staffing projects:
Part-time vs full-time
Line manager can be part time project manager
One project manager handling several projects
Each project has different priorities
Projects managed by functional manager
Resources may not be allocated based on priority
Project manager role retained by the general manager (GM)
GM may not have time for total dedicaton

8. Selecting the Wrong PM Issue in wrong selection Maturity of PM
Exposure to many projects
Hard nosed way of PM
Close scrutiny and monitoring of staff by PM
Assigning PM purely on availability basis
Changing PM half way through
Technical expertise
PM become project doers
Over involvement
Choosing PM to satisfy customer request
Choosing a first timer PM

9. How to train PM Experiential training/on-the-job
Working with professional leader/project team member
Assigning a variety of project management responsibilities, consecutively
Job rotation / Formal on-the-job training
Supporting multifunctional activities / Customer liaison activities
Conceptual training/schooling
Courses, seminars, workshops / Simulations, games, cases
Group exercises / Hands-on exercises in using project management techniques
Professional meetings / Conventions, symposia
books, trade journals, professional magazines
Organizational development
Formally established and recognized project management function
Proper project organization / Project support systems
Project charter / Project management directives, policies, and procedures

10. Next Generation PM
PM need simply an understanding rather than a command of technology.
Primary skills needed to be an effective PM in future are:
Knowledge of the business
Risk management
Integration skills
Technical skill is less required compared to Business Skills

11. Job description of PM Depends on Industry Eg: for Construction
Planning – direct the preparation of
Contract, procedures, budget, schedule, specification, activities, plan
Organizing – The team and project
Org chart, review duties and responsibilities of team members
Directing – direct and supervise
System for decision making, team building, solving problems,
Controlling – monitoring
Activities, costs, communication

12. Organizational Staffing Process
Every managers wants the best people
Need to answer the questions of:
What kind of people required
Where to get
external source or internally
What type of organizational structure to have
Staffing Problems
Staffing levels - more variable in project environment.
Performance evaluation - more complex / subject to error in a matrix organization.
Wage and salary grades - more difficult to maintain under a matrix organization.
Training and development - more complex and necessary under project organization.
Morale problems - potentially greater in a matrix organization.

13. Project Office
Project team - combination of the project office and functional employees
An organization developed to support PM in carrying out his duties.
Responsibilities of project office :
Acting as the focal point of information for both in-house control and customer reporting
Controlling time, cost, and performance to adhere to contractual requirements
Ensuring that all work required is documented and distributed to all key personnel
Ensuring that all work performed is both authorized and funded by contractual documentation

14. Functional Team The project team consists of Functional team members
project manager
project office (whose members may or may not report directly to the project manager)
functional or interface members (who must report horizontally as well as vertically for information flow).
Functional team members
often shown on organizational charts as project office team members.
can be full-time or part-time

15. Project Org Chart
Develop the Org Chart for the project and determine relationship to parent organizational structure.
People in project Org chart, whether full-time or parttime , may not be physically sitting in the project office.
For full-time, long-term assignments, as in construction projects, the employees may be physically sitting side by side
For part-time assignments, it may be imperative for them to sit in their functional group.

16. Selecting PM implementation team
The implementation of PM requires strong executive support and an implementation team that is dedicated to making project management work – with supportive roles.

17. Thank you