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Project Management Part 2 Project Managers
12/25/2008
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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 12/25/2008
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When is the PM appointed?
A meeting with senior management. The SM describes the project, its importance to the parent organization, and to the future career of the PM. PM selection is announced. Launch meeting with people who have the requisite talent and knowledge to initiate the project team 12/25/2008
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Who should be appointed as the PM?
a technical expert? whoever is available at the moment? someone with good organizational skills? The hard part of PM job is negotiating with functional managers and clients, keeping the peace among project team, being surrounded by the chaos. 12/25/2008
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Who is the PM responsible to?
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 12/25/2008
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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 12/25/2008
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Roles of a PM Manager Facilitator Communicator
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) 12/25/2008
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Roles of a PM Politician Negotiator
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 12/25/2008
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Manager As Facilitator
Manager-as-Supervisor Versus Manager-as-Facilitator Systems Approach suboptimization Must ensure project team members have appropriate knowledge and resources Micromanagement 12/25/2008
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Facilitator vs. Supervisor
Ensures that all resources and work are available when needed, and that any problems are resolved, and that the task is properly concluded. Gives the responsibility for the planning and organization of specific tasks to the team members who have the technical knowledge. Resolves conflict between team and managers of the functional divisions, conflict with the client and other outsiders. Manages conflicts by negotiating. PM uses the systems approach 12/25/2008
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Facilitator: Systems Approach
Study of the parts, but also understanding of how they fit together, how they interact, and how they affect and are affected by their environment. The traditionalist manages his/er group, a subsystem, with a desire to optimize the group's performance. The systems approach manager conducts the group so that it contributes to total system optimization. If all subsystems are optimized, suboptimization, the total system is not even close to optimum performance. The operation was a success, but the patient died. 12/25/2008
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Facilitator: Systems Approach
A project is a system composed of tasks (subsystems), subtasks, and so on. The system, a project, exists as a subsystem of the larger system, a program, that is a subsystem in the larger system, a firm, and so on. Just as the project's objectives influence the nature of the tasks and the tasks influence the nature of the subtasks, so does the program and, above it, the organization influence the nature of the project. The PM's job is to find out what tasks, what resources, how to get the resources, what personnel, when the deliverable must be completed. The PM is responsible for planning, organizing, staffing, budgeting, directing, and controlling the project. 12/25/2008
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Facilitator: Micromanagement
One of the deadly managerial sins where program manager who closely supervises and second-guesses every decision the PM makes. They are also quite willing to help by instructing the PM exactly what to do. The same is true if the PM instruct the project team members exactly what to do The most successful project teams tend to adopt a collegial style. Intrateam conflict is minimized or used to enhance team creativity, cooperation is the norm, and the likelihood of success is high. 12/25/2008
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Outside Interested Party
Communicator Must effectively communicate with senior management, client, project team, vendors, department managers, , and to anyone else who may have a stake in the project's performance as needed Senior Management Project Team Client PM Outside Interested Party 12/25/2008
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Communicator Must effectively communicate with senior management, client, project team, vendors, department managers, , and to anyone else who may have a stake in the project's performance as needed Figure 2-1 shows the PM's position and the communication lines. The solid lines PM's communication channels, the dotted lines communication paths for the other parties. Some of these parties propagate communications that may mislead other parties, or directly conflict with other messages in the system. It is the PM's responsibility to introduce some order into this communication mess. 12/25/2008
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Communicator: Virtual Projects
Some project teams are geographically dispersed. Activities are carried out by different divisions or organizations in different locations. Geographically disperse projects are often referred to as virtual projects. Much of the communication is conducted via , through websites, by telephone or video conferencing, etc. Communication between PM and project team must be frequent, open, and more importantly, two-way real time. 12/25/2008
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Communicator: Project Champion
Never let the boss be surprised! Build trust between the PM and senior managers. Formal and routine progress reports aside , the PM must keep senior management (project champion) up to date on the state of the project, any problem or potential problem affecting time, budget, and scope of the project. 12/25/2008
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Communicator: Project Team
The PM will have people working on the project who are not "direct reports.” They may report to a superior who is not connected with the project. The relationship between the team and the PM may be closer to boss-subordinate. Both PM and team members often develop a mutual commitment to the successful conclusion of the project. The PM facilitates the work of the team, and helps them succeed. S/he may also take an active interest in fostering mebers' future careers. The PM may serve as advisor, counselor, confessor, and interested friend. 12/25/2008
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Project Manager The PM is a facilitator, unlike the traditional manager who is a supervisor. The PM must adopt the systems approach to making decisions and managing projects. Trying to optimize each part of a project, suboptimization, does not produce an optimized project. Multiple communication paths exist in any project, and some paths bypass the PM causing problems. Much project communication takes place in meetings that may be run effectively if some simple rules are followed. In virtual projects much communication is via high technology channels. Above all, the PM must keep senior management informed about the current state of the project. 12/25/2008
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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 12/25/2008
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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 12/25/2008
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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 12/25/2008
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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 12/25/2008
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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) 12/25/2008
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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 12/25/2008
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Project manager The PM is responsible for acquiring the human and material resources needed by the project. The PM is also responsible for exercising leadership, fire fighting, and dealing with obstacles that impede the project's progress. Finally, the PM is responsible for making the trade-offs between budget, schedule, and specifications that are needed to ensure project success. To be successful at meeting these responsibilities, the PM must be skilled at negotiation, conflict resolution, and persuasion. 12/25/2008
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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. 12/25/2008
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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. 12/25/2008
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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. 12/25/2008
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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. 12/25/2008
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Project manager Successful PMs have some common characteristics. They are "closers." They also have high administrative and technical credibility, show sensitivity to in¬terpersonal conflict, and possess the political know-how to get help from senior management when needed. In addition, the PM should be a leader, and adopt a participatory management style that may have to be modified depending on the level of technological sophistication and uncertainty involved in the project. Another critical project management skill is the ability to direct the project in an ethical manner. 12/25/2008
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PM Selection Exercise First State Bank case (30 min.)
Divide into small groups Groups X are given information on either Bob Dixon or Jim Mason while Groups Y are given information on both project manager candidates. Read first 2 paragraphs plus section on your assigned person(s). (10 min.) Groups X: develop a set of reasons supporting why your assigned person (Bob or Jim) should be the project manager. (20 min.) Groups Y: develop a set of reasons supporting your choice of project manager. (20 min.) 12/25/2008
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Project Management Institute (PMI)
Purpose: PMI is a professional organization dedicated to the development and promotion of the field of project management. Founded in ,500 members , , ,000 (reached this # in Jan. 2003) Now >100,000 in more than 135 countries 12/25/2008
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PMI Available Resources
PMP Certification (Project Mgmt. Professional) LA has a PMI chapter Project Management Body of Knowledge (PMBOK) Guidebook that you can download Job listings, publications, web links Code of Ethics for Project Management 12/25/2008
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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. 12/25/2008
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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 12/25/2008
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PMI A professional organization, the Project Management Institute (PMI) has been devoted to project management. The growth in the field has been exponential. Among other reasons for this growth is the project-oriented organization. The PMI has published the Project Management Body of Knowledge (PMBOK). It also publishes two professional periodicals. Many courses and degree programs in project management are available. 12/25/2008
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Project manager The PM is responsible for acquiring the human and material resources needed by the project. The PM is also responsible for exercising leadership, fire fighting, and dealing with obstacles that impede the project's progress. Finally, the PM is responsible for making the trade-offs between budget, schedule, and specifications that are needed to ensure project success. To be successful at meeting these responsibilities, the PM must be skilled at negotiation, conflict resolution, and persuasion. 12/25/2008
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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 12/25/2008
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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 12/25/2008
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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? 12/25/2008
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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? 12/25/2008
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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? 12/25/2008
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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”? 12/25/2008
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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 12/25/2008
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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 12/25/2008
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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? 12/25/2008
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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 12/25/2008
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Helpful Meeting Suggestions
Does anyone have any helpful suggestions or tips for running meetings more effectively and efficiently? 12/25/2008
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Three Overriding Responsibilities
Acquiring Resources getting necessary quantity and quality can be key challenge Fighting Fires and Obstacles Leadership and Making Trade-Offs 12/25/2008
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Essential Skills of Project Manager
Negotiation Conflict Resolution Persuasion Avoiding “Irrational Optimism” 12/25/2008
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Characteristics Of A Successful Project Manager
Credibility - The PM is believable technical credibility administrative credibility Sensitivity - Politically Astute and Aware of Interpersonal Conflict Leadership, Style, Ethics - Ability to Direct Project in Ethical Manner Copyright 2007 John Wiley & Sons, Inc.
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Factors Increasing The Importance Of Projects
Emphasis on Time-to-Market Need for Specialized Knowledge from a Variety of Areas Explosive Rate of Technological Change Accountability and Control Copyright 2007 John Wiley & Sons, Inc.
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The Pure Project Organization
President Project Manager Project A Manager Project B VP Marketing Manufacturing VP R&D Marketing Manufacturing R&D Human Resources Marketing Manufacturing R&D Human Resources Copyright 2007 John Wiley & Sons, Inc.
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The Pure Project Organization
Advantages Effective and efficient for large projects Resources available as needed Broad range of specialists Short lines of communication Drawbacks Expensive for small projects Specialists may have limited technological depth May require high levels of duplication for certain specialties Copyright 2007 John Wiley & Sons, Inc.
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Functional Project Organization
President Manufacturing Project Marketing R & D Human Resources Finance Copyright 2007 John Wiley & Sons, Inc.
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Functional Project Organization
Advantages technological depth Drawbacks lines of communication outside functional department slow technological breadth project rarely given high priority Copyright 2007 John Wiley & Sons, Inc.
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Matrix Project Organization
President Program Manager PM1 PM2 PM3 Manufacturing 3 1 Marketing 1 ½ 4 1/2 Finance R&D Human Resources Copyright 2007 John Wiley & Sons, Inc.
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Matrix Project Organization
Advantages flexibility in way it can interface with parent organization strong focus on the project itself contact with functional groups minimizes projectitis ability to manage fundamental trade-offs across several projects Drawbacks violation of the Unity of Command principle complexity of managing full set of projects conflict Copyright 2007 John Wiley & Sons, Inc.
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Mixed Project Organization
President Project M Finance Engineering Z Manufacturing Copyright 2007 John Wiley & Sons, Inc.
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Characteristics of Effective Project Team Members
Technically Competent Politically Sensitive Problem Oriented Goal Oriented High Self-Esteem Copyright 2007 John Wiley & Sons, Inc.
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Copyright 2007 John Wiley & Sons, Inc.
Matrix Team Problems Weak (Functional) Matrix PM has no direct reports Ability to communicate directly with team members important Matrix Projects Important to maintain good morale Project Office Copyright 2007 John Wiley & Sons, Inc.
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Causes of Intrateam Conflict
Life Cycle Phase Name-Only Team Interpersonal Conflict Copyright 2007 John Wiley & Sons, Inc.
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