ch. 3 the project manager (pm)
DESCRIPTION
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. Ch. 3.1: Functional and Project Manager Compared. Functional Manager:. - PowerPoint PPT PresentationTRANSCRIPT
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
Ch. 3.1: Functional and Project Manager ComparedFunctional Manager:
Project Manager:
Ch. 3.1: Functional and Project Manager Compared
FunctionalManager
ProjectManager
Approach Analyst Generalist
Style Expert Facilitator
Responsibility
Technology & Resources
Results
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
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?
Ch 3.1: The PM As a Facilitator
Separation of project from functional management structure of firm (avoid being micromanaged)
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)
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
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!
Ch 3.2: Acquiring Personnel - Concerns
PM chooses FM’s best workers for project Project more glamorous than steady
functional duties
Concerns by Functional Manager:
Concerns by Acquired Team Member: FM controls evaluation, salary &
promotion
Ch. 3.2: Characteristics of Effective Team Members
High-quality technical skills Political sensitivity Strong problem orientation Strong goal orientation High self-esteem
Ch 3.2: Project Obstacles
Last minute project changes Future careers of team members
Towards end of project:
Resource paring by upper management
At the beginning of Project:
Ch 3.2: Project Goal Trade-offs
Relative Importance of Project Objectives During Different Phases of the Project Life Cycle
Life Cycle Stage Cost Schedule PerformanceFormation 1 1 1Buildup 3 1 2Main 3 1 1Phaseout 3 2 1
Note: 1 = most important
Ch 3.2 Risks, Fears, Failure
Smooth start Problems late in
Life Cycle Not organized to
handle unexpected crises
Planning problems
Failure to define requirements and specifications
Type 1: Routine Projects
Type 2: Non-routine Proj.
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
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
Ch. 3.3: Selecting the PM –MOST Desirable Characteristic
Drive to complete task
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
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
CH. 3.3 PM Sensitivity Political Interpersonal:
Recognize and resolve conflicts before they erupt
Detective:Recognize cover-up of failure by team members
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
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
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
Ch 3.3: Management Style
Low tech rigid Medium tech
moderately firm High tech
moderately flexible Very high tech
highly flexible
Assembly informal System formal Array highly
formal
Technological Uncertainty
System Complexity
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
Ch 3.4: Source of Cultural Differences
Nationality Socioeconomic environment Type of Industry Geographical regions within a
country Divisions within a corporation
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
Ch. 3.4: Culture Clashes
North America
Latin America
Asia
Tardiness Not acceptable
Normal Loss of face
Nepotism Discouraged Normal Discouraged
Integration Mandated Non existent Non existent
Involvement
Discouraged Prerequisite Prerequisite
Ch 3.5 Project Team Neighborhood (Environments)
Socioeconomic Environment Legal Environment Business Cycle Environment Technological Environment
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)
Ch 3.5: Legal Environment
Domestic Foreign
Litigation High Low
Negotiation Moderate High
Trust Important Essential
Collaboration
Catching on
The norm
Proprietary technology
Legally protected
Transferred or protected by PM
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
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
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
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