project manager
DESCRIPTION
Role of a project ManagerTRANSCRIPT
By Umesh Kumar Meher 1
The 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
Thank You
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