Chapter3 Project Manager 1

Ch 3The Project Manager

“Project Managers are special people who will ensure project success”

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Project Manager 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 ManagerIn 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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Example of Project Manager responsibilities

Project Manager

Finance Engineering

Contracts PlanningManufacturing Purchasing

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Task of Synthesis 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 Parent organization Project & client Members of project team

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Responsibilities to Parent Company 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 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 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 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 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 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 “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 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 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 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 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 Highly skill negotiator

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Selecting the Project Manager 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 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 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”

Capitalize on people’s strengths, cover their weaknesses, know when to take over

When to punish/reward When to communicate