Copyright 2009 John Wiley & Sons, Inc.

Chapter 3

The Project Manager

Introduction

According to Rear Admiral Grace Hopper, inventor of COBOL and a computer visionary, “Leadership and management are two different things. You lead people and you manage projects.”

Leadership and Management

Leadership is a talent only a few are born with

Management is a skill that anyone can acquire

Projects are Riskier

1. Expectations are more specific2. The resources are more diverse–and

many are not even in your department3. Deadlines are shorter4. No chance to do better next time if

there is a problem

Project Management and the Project Manager

The project manager functions as a mini-CEO

The project manager must have a clear understanding of how the project fits into the overall organization

This is why broad knowledge is more valuable than technical knowledge

Budgets, timetables, and criteria, magnify management problems on projects

The Project Manager Continued

The project manager should come into the project early

We want him to help produce as much of the project plan as possible

This helps insure that the project manager “buys into” the plans

Over time, plans are refined and people are added to the project staff

Functional Management

Figure 3-1

Functional Management Continued

Department heads are usually functional specialists

They have the technical skills to evaluate all members of their organization

They decide who performs each task and, to a certain degree, how the task is performed

That is, they exercise a great deal of control over every aspect of the work that gets performed within their area

Project Management

Figure 3-2

Project Management Continued

Project managers are usually generalists It would be very unusual for a project manager to

have all the technical skills that are used on their projects

The project manager rarely decides who performs each task and lacks the technical skills to evaluate much of the work performed on the project

That is, they exercise very little control over most aspects of the work that gets performed on the project

Comparing Functional & Project Managers

Functional manager needs technical skills while project manager need negotiation skills

Functional manager must be skilled at analysis while project manager must be skilled at synthesis

Functional manager uses the analytic approach while project manager uses the systems approach

Functional manager is responsible for a small area while project manager is responsible for the big picture

Functional manager is a manager while the project manager is a facilitator

Special Cases

1. When a project is small, line personnel may be assigned as manager. When conflicts between the line position and the project arise, the project will suffer

2. When a line person is assigned as a project manager, conflicts can arise between the line and project for resource assignment

3. When projects are small, a project manager may manage multiple project. This can be a problem when the projects conflict

Project Manager Responsibilities

1. The parent company 2. The project/client3. The project staff

The Parent Company

Proper usage of resourcesTimely and accurate reports

– Covered in detail laterKeep project sponsor informed

The Project / Client

Preserve the integrity of the project– This may be difficult with all sides wanting

changes Keep the client informed of major

changes

The Project Staff

Very few people will work for the project manager

The “team” will disband at the end of the project

The project manager must look out for everyone’s future

This is in the best interest of the project, otherwise as the project winds down, everyone will be looking after themselves

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 communication Negotiation

Acquiring Adequate Resources

Project budgets are usually inadequateThere are resource trade-offs that must

be consideredCrises occur that require special

resources

Acquiring and Motivating Personnel

Most project workers are borrowed from functional managers

The project manager negotiates for the desired worker but– The project manager wants the best

qualified individual– The functional manager decides who to

assign

Acquiring and Motivating Personnel Continued

The functional manager also decides…– The skill level to assign– The pay and promotion of the worker

assigned to the projectAdditionally, the worker will most likely

return to the functional manager once the project is finished

Acquiring and Motivating Personnel Continued

Once workers are assigned to a project, the project manager must motivate them– The project manager have little or no

control over pay and promotion– This is especially true in shorter projects

Dealing with Obstacles

Every project is uniqueThe project manager will face a series

of crisesA big problem is “scope creep”

Dealing with Obstacles Continued

Early problems associated with resources

Later problems are associated with…1. Last-minute schedule and technical

changes2. What happens to the team when the

project is completed

Making Project Goal Trade-Offs

Trade-offs involve…1. Cost2. Time3. Performance

Multiple projects Project goals and organizational goals Project, firm, career

Failure and the Risk and Fear of Failure

Well understood projects (Type 1)…– Appear simple– Natural flow introduces problems

Poorly understood project (Type 2)…– Many difficulties early on– Most are planning problem– May have psychic consequences

Breadth of Communication

1. Why the project exists2. Some projects fail3. Top management support needed4. Information network needed5. Must be flexible

Negotiations

Acquiring adequate resourcesMotivating personnelDealing with obstaclesMaking project goal trade-offsHanding failureMaintaining communication

Selecting the Project Manager

1. Credibility2. Sensitivity3. Leadership, ethics, and management

style4. Ability to handle stress

Creditability

1. Technical credibility2. Administrative credibility

Sensitivity

Political sensitivity Interpersonal sensitivityTechnically sensitivity

Leadership, Ethics, and Management Style

LeadershipStrong sense ethicsA management style that fits the project

Ability to Handle Stress

1. No consistent procedures2. Too much to do3. High need to achieve4. Organizations in change

Problems of Cultural Differences

Project managers must adapt to the social/cultural environment in which they are workings

This is especially true when the project is in another country

There can be real problems on international projects when a culture’s opinion of some group are different from the firm’s

Aspects of Culture

Technology InstitutionsLanguageAesthetic values

Culture and the Project

TimeStaffing projectsKnowledge of people

Impact of Institutional Environments

1. Socioeconomic environment2. Legal environment3. Business cycle as an environment4. Technologically environment

Socioeconomic Environment

Must deal with the local governmentLocal government is interested in its

citizensMust honor local customs

Legal Environment

Different countries/regions have different legal structures

The project must conform to those lawsProjects may also have to conform to

US laws

Legal Environment Continued

Ownership of the projectPatentsCopyrightsTrademarksTrade secrets

The Business Cycle as an Environment

The business environment can be very different in various countries

The general economic environment can also be different– Cost of living– Unemployment– Average income– Work day

Technological Environment

The US is very technologically advanced Some other countries are less advanced This affects the technology available for the

project It affects the local worker’s ability to

understand and use technology

Multicultural Communications and Management Behavior

Cultural differences have a tremendous impact on project personnel

Differences in value systems present problems to project personnel

The logistics of relocating project personnel on international projects is huge

This is especially true in developing countries– Large distances constrain travel– Just getting to a meeting may take days

Language and educational differences present communication problems