Transcript Project Management

Ch 3
The Project Manager
“Project Managers are special people
who will ensure project success”
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Project Manager
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Responsible for implementing and completing
the project
Prepare preliminary budget and schedule
Select people to serve the project team
Know the client
Ensure that proper facilities are available
Ensure that supplies are available when
needed
Take care of routine details
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Comparison between Functional and
Project Manager’s Role and
Responsibilities
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Functional Manager
Project Manager
In charge of 1 functional
dept.(eg;marketing,finance)
Oversee many functional
areas
Specialist in the area they
manage
Generalist-wide b.ground of
experience and knowledge
Analytically oriented
More skills at synthesis
Know some details of each
operation
Rarely has in depth
knowledge of all areas
Responsible for 4W 1H of
each job/task
Use systems approach
Direct,technical supervisor
Facilitator
Know the technology to
advise and solve problems
Facilitate cooperation
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Vice President
Manufacturing
Welding
Machining
Assembly
Painting
Example of Functional Structure
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Project
Manager
Finance
Engineering
Contracts
Manufacturing
Planning
Purchasing
Example of Project Manager responsibilities
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Task of Synthesis
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What needs to be done?
When must it be done?
How are resources required to do the
job to be obtained?
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Project Mgr Responsibilities
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Parent organization
Project & client
Members of project team
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Responsibilities to Parent
Company
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Proper conservation of resources
Timely and accurate project communication
Competent management of the project
Keep management informed – project’s
status, cost, timing and prospects
Running over budget or delay
Protect firm from risk
Damage control
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Responsibilities to the Project
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Preserve integrity of the project
Resolve conflicting demands made by
many parties – engineering, marketing,
manufacturing, administration,
purchasing
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Responsibilities to Project
Team Members
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Finite nature of the project
Specialized nature of the team
Concern with future of project people
Transition back to functional units
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PM Career Path
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Participation in small and then larger
project
Give command over small and large
project
Project engineer, manufacturing
manager, deputy project manager,
project manager
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Special Demands on the
Project Manager
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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 Communication
Negotiation
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Acquiring Adequate Resources
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Human resource, material, machine,
subcontractors, consultants, space,
utilities
Resource trade-offs
Human resource – skills, pay
Subcontracting – cost, delay, control
Under and overestimate of resources
Resource acquisition
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Acquiring and Motivating
Personnel
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“Borrowed” from functional department
Top producers and high skill
Challenge and variety in project
Influence over salary and promotions
Effective team members:
High quality technical skills
Political sensitivity
Strong problem orientation
Strong goal orientation
High self esteem
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Dealing With Obstacles
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Better planning, fewer crises
Project inception – resources
Budget and schedule
Change in technical plans, schedule
Uncertainty surrounding what happens
at the end of the project
Open communication with all parties
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Making Project Goal Trade-offs
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Trade-offs – cost, time, performance
Technical and managerial functions
Project formation – no difference in
importance
Build-up stage – schedule
Final stage – performance
Smoothness of running project team
for technical progress
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Failure and the Risk and Fear
of Failure
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Failure in routine project – come in late
or over budget
Failure in new project – technical
problem
Waves of pessimism and optimism
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Breadth of Communication
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Top management, functional department,
clients, suppliers, authorities, subcontractors
Engineering change management
Use of cyber communication tools
PM fully understand project’s intent
PM has managed projects that failed
Have support of top management
Build and maintain solid information network
PM must be flexible
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Negotiation
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Highly skill negotiator
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Selecting the Project Manager
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Strong technical background
Hard-nosed manager
Mature individual
Someone who is currently available
Someone on good terms with senior
executives
A person who can keep the project teams
happy
One who has worked is several departments
A person who can walk on the waters
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Credibility
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Technical credibility –perceived as possessing
sufficient technical knowledge
Reasonable understanding of base
technologies
Administrative credibility – responsibilities to
client and senior management
Trade-offs decisions
Mature judgments, courage
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Sensitivity
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Political sensitivity
Sense inter-personal conflict
Persuade people to cooperate
Sense any failure
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Leadership and Management
style
“Interpersonal influence, exercised in situations
and directed through communication process,
toward the attainment of specified goal or
goals”
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Capitalize on people’s strengths, cover their
weaknesses, know when to take over
When to punish/reward
When to communicate
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