LP-47 Oct 15

"If money is your hope for independence you will never have it. The only real security that a man will have in this world is a

reserve of knowledge, experience, and ability.“

Henry Ford, Entrepreneur

04/18/23 1

LP-4 (Proj Manager)

THE PROJ MANAGER – WHY AND WHEN

• Projects seldom run smooth and as per schedule or so to say as per book.

• Despite best of efforts and close watch by the CEO, one would find at the last minute that technical drawings were not updated.

• The bills of quantities were worked out two years ago and were based on 2 floors of the building whereas plans had been revised with complete air conditioning. Somehow, the same was not taken into account and the project was initiated.

• This and many other issues would crop up as and when a project is launched. It is over here that the PM would come in with a bang and sort things out.

04/18/23 2

THE PROJ MANAGER – WHEN and THE PROJ MANAGER – WHEN and WHY WHY CONTDCONTD

• The PM can be chosen and installed as soon as the project is selected for funding or earlier at any point that seems desirable to senior management.

• Soon after nomination and acceptance, the PM faces three questions:

• What needs to be done?• When must it be done?• How are the needed resources going to be available?

04/18/23 3

WHO IS PM? WHO IS PM?

• A person who integrates all aspects of the project, ensures that needed resources are optimally utilized and makes sure that the expected results (Performance / Quality) are produced in a timely (Given time frame) and cost effective manner (within cost).

04/18/23 4

PM-KNOWLEDGE AREAS – LEVEL OF AWARENESS • The PM must have due knowledge of following with reasonable

level of efficiency and competency: 1. Project Integration Management 2. Project scope Management 3. Project Time Management 4. Project Cost Management 5. Project Quality Management 6. Project HR Management 7. Project Communications Management 8. Project Risk Management 9. Project Procurement Management

04/18/23 5

PROJ MGMT PROCESS GROUPS LEVEL OF AWARENESS

04/18/23 6

THE PROJECT MANAGER (PM) • Starting Points:

• Project has been approved (Selected and Funded) • Project in implementation phase • Project Team has been formed • Project org has been constituted as per the Org’s system of

processes (PMO) • Time to look for a team leader --- the PM• And the relationship between:

• The PM, the Functional managers, the project team, and the project manager’s supervisor must be “congenial”.

• The Org must, therefore, be populated by talented people.

04/18/23 7

• Responsibilities:• Organizing, Staffing, Budgeting, Directing, Planning and Controlling the project.

• Attributes • Ethically correct• Superb Organizer and Motivator• An accomplished leader • A keen observer and good analyst.• A trouble shooter / A hard-nosed manager • Excellent in intra-personal communications • Acceptable to higher management• Currently available • Computer savvy ---- AUTOCAD or PRIMAVERA.• Technically strong. • Good in financial management.

• The one who can get the job done.

04/18/23 8

SELECTING THE PM

PERSONAL ATTRIBUTES – PM PERSONAL ATTRIBUTES – PM

• Credibility • Technically and administratively

• Sensitivity• Be able to sense dangers and mischieves

• Leadership Style• Must have skills

• Must possess strong ethics

• Institute ethics audit

• Ability to Handle Stress• Relaxed under trying conditions

04/18/23 9

THE IMMEDIATE TASKS – PM THE IMMEDIATE TASKS – PM

• Prepare a preliminary budget and schedule• To get to know the client and the team. Engage in negotiations if

so required • Acquire adequate resources • Establish and enhance Breadth of Communications --- Omni

present. • Differentiate between discipline-oriented and problem-oriented

Org / Mgmt. Prefer Problem solving Orientation • Learn and retain the art of dealing with obstacles • Work out Trade – offs • Undertake Risk Management • Get the project moving

04/18/23 10

SPECIAL DEMANDS ON THE PMSPECIAL DEMANDS ON THE PM

• Acquiring adequate resources (cost benefit ratio)• Acquiring and Motivating Personnel

• High quality / technical skills • Political sensitivity – Attitude of bosses • Orientation – Problem solving • Goal orientation – High level of motivation and pride

• Dealing with obstacles --- Risks and Uncertainties • Making project Trade – offs • Be mindful of Risks and Fear of Failure• Breadth of Communications --- • Negotiation --- no let up

04/18/23 11

ACQUIRING ADEQUATE RESOURCESACQUIRING ADEQUATE RESOURCES

• Know the Specs• Work out requirements• Determine cost benefit ratios (EOQ)• Match delivery schedules with WBS • Be political, polite and forthright• Do not compromise --- it may impact Proj success• Follow the Critical Path

04/18/23 12

ACQUIRE AND MOTIVATE PERSONNEL

• High quality / technical skills • A & B Teams

• Political sensitivity – Attitude of bosses • Must win appreciation for your attitude and recognition for

your work • Orientation

• Problem solving, trouble shooter, helper, guide and mentor • Goal orientation

• High level of performance • High Self-esteem

• Be motivated and motivate others

04/18/23 13

THE PM – ROLE MODEL • Rewards and Punishments

• Bearer of bad news is not punished• Admitter-to-error is not executed

•But,• Hider of mistake may be shot at with impunity

• Surprise • Never surprise the boss • Learn from the experience of others • Manage the Proj like managing a business.• Opt for Systems Approach compared to the Functional

Manager who normally uses Analytical Approach

04/18/23 14

ENHANCE BREADTH OF ENHANCE BREADTH OF COMMUNICATIONSCOMMUNICATIONS• Find out why and how the Proj’s success would be

measured • Identify areas of risks / pointers that lead to failure• Seek support of bosses• Develop bondage with functional managers, clients

and sponsors etc• Show flexibility (Keep Org and Proj goals in full view)• Negotiate on the basis of equality and from the

position of strength

04/18/23 15

• Lead from the front• Build and maintain cohesive team• Understand the environment • Recognize Proj Team conflict as progress• Understand who the stakeholders are and what do they want• Accept and use the political nature of the Org • Understand what success means • Must guard against Enthusiasm and Despair – both are infectious• One look forward is worth two looks back • Always remember what you are trying to do / achieve• Use time carefully or it will use you• Above all, Plan, Plan and Plan

04/18/23 16

VITAL DOZEN FOR THE PROJ MGRVITAL DOZEN FOR THE PROJ MGR

• Be mindful of languages -- use of words / salutations etc

• Develop awareness of social etiquettes and standards• Understand culture, ethics and values• Structure and style of communications• Managerial and personal behavior

04/18/23 17

WORKING IN MULTI CULTURAL WORKING IN MULTI CULTURAL ENVIRONMENTENVIRONMENT

IMPACT OF INSTITUTIONAL IMPACT OF INSTITUTIONAL ENVIRONMENT ENVIRONMENT

• Socioeconomic Environment – Dealings with bureaucracy

• Legal Environment – respect the Local Laws and be mindful of

international Laws

• Business Conditions in a country – High level of awareness is needed

to be successful

• Technological Environment – Breakthrough technology may reduce a

project to zero

04/18/23 18

PM V/S FUNCTIONAL MGR

04/18/23 19

Primary concernPrimary concern The ProjectThe Project The Department The Department

Orientation / Orientation / Approach Approach

Task oriented Task oriented

System ApproachSystem ApproachJob oriented Job oriented Analytical Approach Analytical Approach

Responsible Responsible Operational + Operational + Admin Admin

AdministrationAdministration

Specialization Specialization A specialist turned A specialist turned generalistgeneralist

SpecialistsSpecialists

Basic FunctionsBasic Functions Organizing, Organizing, staffing, budgeting, staffing, budgeting, directing, planning directing, planning and controlling and controlling

Organizing, and Organizing, and planning planning

The Proj Team - The Proj Team - Teamwork is a lot of people doing Teamwork is a lot of people doing

what --------- sayswhat --------- says. . Essentials of Proj Team • Premises ---- Generally known as Proj Management Office or simply

Project Office (PO) offer all sorts of technical assistance to the PM. • Manpower ---- The second aspect of the Proj team is the manpower which

comprises according to the nature of the Proj and policy of the parent Org. For a technical project, it may include:

• Proj Engineer• Manufacturing / Site / Production / Plant • Field Engr• Contract Administrative • Proj Controller / Dir Finance • Support Services Manager / HR Mgr

• IT and Paperwork ---- It includes computers, telephones, fax and photocopy machines, associated computer software and allied equipments (OH projectors etc)

04/18/23 20

AREAS OF EXPERTISE NEEDED BY THE PROJECT TEAM

04/18/23 21

1. People own what they participate in.2.Team members who understand the project are more

committed to making it successful.3.People are inspired by what is meaningful to them.4.Show your appreciation for the contributions:

✔ Recognize accomplishments and thank people for the work they do.

✔ Celebrate successes. ✔ Respect each person’s and teams’ inputs and opinions. ✔ Stand up for the team. ✔ Be honest.

04/18/23 22

PM - Leading the Project -7 PrinciplesPM - Leading the Project -7 Principles

PM - Leading the Project -7 Principles

5. Build a team and maintain an environment of mutual trust and respect.

✔ Honor diversity of thinking, learning, and other individual differences.

✔ Don’t make promises you can’t keep. ✔ Keep your commitments. ✔ Value each person’s inputs and ideas. ✔ Be honest. ✔ Eliminate blame.

04/18/23 23

PM - Leading the Project -7 PM - Leading the Project -7 PrinciplesPrinciplescontd:contd:6. Use team-based tools for planning, monitoring, idea generation,

decision making, and conflict resolution so that the team can make good decisions and reach consensus quickly.

7. Empower the team. • Clearly define the roles that each person involved with the project will play

and hold each person to those roles.• Clearly define what is expected from the team and from each individual on

it.• Provide adequate resources to get the job done. • Make sure the people on the team have the skills and knowledge to get the

job done.• Make sure your team has the project and team skills it will need to be

successful.• Clearly define accountability for results. • Push decision making down to the lowest level possible.

04/18/23 24

EMPOWERING THE TEAMS

• 5 stages

• 1st - THE FORMING STAGE

• 2nd- THE STORMING STAGE

• 3rd - THE NORMING STAGE

• 4th - THE PERFORMING STAGE

• 5th - THE MOURNING STAGE

04/18/23 25

• When a team is forming, they answer the questions like:• Why are we here?• What is my role in this endeavor?• Who are these other people and how will we get along?• What’s the project leader like and how will he or she run this project?

• In the forming stage:• Team members are polite. • In this stage the project begins at the kick off and ends when people

stop being polite and conflicts begin to emerge.• Set the right tone for the project and move through this first stage of

team formation quickly.• If you’re successful at the forming stage, the team will naturally move on

to the next stage of development: Storming.

04/18/23 26

11stst Stage: THE FORMING STAGE Stage: THE FORMING STAGE

22ndnd Stage-THE STORMING STAGE Stage-THE STORMING STAGE

• When the team starts feeling a realization of the actual challenges, the

STORMING STAGE erupts.

• Resultantly, disagreements may arise about what needs to be done and

who will do it.

• The greater the stretch goals for the project, the more vocal the storming

stage.

• It’s healthy to have conflicts over what should be done and how it should

get done, as long as those conflicts are brought to the surface and resolved.

• Storming is a necessary and useful stage as it helps create understanding,

alignment, and ownership.

• Storming may last through much of the planning process. 04/18/23 27

3rd stage - THE NORMING STAGE

• The norming stage usually emerges at the end of planning or in the beginning of the implementation phase, depending on the complexity and controversy associated with the project and with your skills at working through the first two stages.

• By this stage the project’s goals, roles, and boundaries have been clarified and accepted by team members. They have taken ownership and accountability for getting the work done.

• Conflicts having been resolved, the team moves on to the next stage of development called norming.

• In the norming stage, people get on with doing their own work. • This stage comes as a big relief to both the project leader (PM) and the

project team members.

04/18/23 28

44thth stage - THE PERFORMING STAGE stage - THE PERFORMING STAGE• In the performing stage the team becomes a true team,

working in unison, supporting one another. • The team, not the PM, manages the project. • Team members make adjustments to keep the deliverables on

track; they monitor progress and manage change. • The team takes full ownership and accountability, not only for

the project, but for the team dynamics as well. • Remember to recognize accomplishments and celebrate

successes. Make it a theme.

04/18/23 29

5th stage- THE MOURNING STAGE

• Since, all projects are temporary and so inevitably the peak experience must come to an end. At that point the team hits the mourning stage.

• In the mourning stage it’s important to both celebrate and to mourn. • It’s time for closure on the team process—saying goodbye to friends and

associates. • People don’t like to leave a high-performing team because they feel good

about themselves and what they’ve accomplished together. • They have enjoyed being a member of a team and contributing to

something larger than themselves. • A closing ritual can be helpful to help bring a close to the project.

04/18/23 30

Assignment & Quiz-2

• Page 131• Incidents for discussion (presentations by ----------- and -----------

• Page 140 –• What it takes to be a good Project Manager by B.Z. Posner

04/18/23 31

04/18/23 32

Thank you for investing your time with me. Now go to the library and do Additional reading to refine your understanding of Project Manager. Thank you