1. 2-1 The Manager, the Organization, and the Team

2. 2-2 THE PM’S ROLES

3. 2-3 Facilitator 4 Manager-As-Supervisor Versus Manager- As-Facilitator 4 Systems Approach Versus Analytical Approach –suboptimization 4 Must ensure project team members have appropriate knowledge and resources 4 Micromanagement

4. 2-4 Communicator Figure 2-1 Communication Paths Between a Project’s Parties-At-Interest

5. 2-5 Virtual Project Manager 4 Geographically Dispersed Projects 4 Communication Via –email –Web –telephone –video conferencing 4 “Never let the boss be surprised!”

6. 2-6 THE PM’S RESPONSIBILITIES TO THE PROJECT

7. 2-7 Three Overriding Responsibilities 4 Acquiring Resources –getting necessary quantity and quality can be key challenge –“irrational optimism” 4 Fighting Fires and Obstacles 4 Leadership and Making Trade-Offs

8. 2-8 Negotiation, Conflict Resolution, and Persuasion 4 Necessary to meet three overriding responsibilities

9. 2-9 SELECTION OF A PROJECT MANAGER

10. 2-10 Key Criteria 4 Credibility - The PM is believable –technical credibility –administrative credibility 4 Sensitivity - Politically Astute and Aware of Interpersonal Conflict 4 Leadership, Style, Ethics - Ability to Direct Project in Ethical Manner

11. 2-11 FITTING PROJECTS IN THE PARENT ORGANIZATION

12. 2-12 More on “Why Projects?” 4 Emphasis on Time-to-Market 4 Need for Specialized Knowledge from a Variety of Areas 4 Explosive Rate of Technological Change 4 Accountability and Control

13. 2-13 Project Organization Continuum Functional Org. Functional Matrix Balanced Project Matrix Project Org. Functional Mgrs. have most if not all authority Project Mgrs. have most if not all authority

14. 2-14 Figure 2-2 The Pure Project Organization

15. 2-15 The Pure Project Organization 4 Advantages –Effective and efficient for large projects –Resources available as needed –Broad range of specialists –short lines of communication 4 Drawbacks –Expensive for small projects –Specialists may have limited technological depth –May require high levels of duplication for certain specialties

16. 2-16 Figure 2-3 Functional Project Organization

17. 2-17 Functional Project Organization 4 Advantages –technological depth –Fractional resource issue is minimized 4 Drawbacks –lines of communication outside functional department slow –technological breadth –project rarely given high priority

18. 2-18 Figure 2-4 Matrix Project Organization

19. 2-19 Matrix Project Organization 4 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 4 Drawbacks –violation of the Unity of Command principle –complexity of managing full set of projects –conflict

20. 2-20 Figure 2-5 Mixed Project Organization

21. 2-21 THE PROJECT TEAM

22. 2-22 Characteristics of Effective Project Team Members 4 Technically Competent 4 Politically Sensitive 4 Problem Orientation 4 Goal Orientation 4 High Self-Esteem