ISE 440 Ch. 3 Project Manager PDF

Chapter 3: The Project Manager Project Management: A Managerial Approach, Wiley, 9th Ed. By Meredith, J.R., Mantel, S.J., and Shafer, S.M. Slides are modified by Dr. Yasser Almoghathawi ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 1 Outline ▪ Functional management ▪ Role of PM in Functiona...

Chapter 3: The Project Manager Project Management: A Managerial Approach, Wiley, 9th Ed. By Meredith, J.R., Mantel, S.J., and Shafer, S.M. Slides are modified by Dr. Yasser Almoghathawi ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 1 Outline ▪ Functional management ▪ Role of PM in Functional Organization ▪ Comparing Functional and Project Managers ▪ PM Responsibilities ▪ Special Demands on the PM ▪ Attributes of Effective PMs ▪ Problems of Cultural Differences ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 2 Functional Management ▪ Department heads are usually functional specialists ▪ They have the required technical skills to evaluate all members of their function ▪ Functional managers: • Decide who performs each task • Decide how the task is performed • Exercise a great deal of control over every aspect of the work that gets performed within their area ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 3 Functional Management Functional management organization chart ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 4 The Project Manager (PM) ▪ The PM can be chosen and installed as soon as the project is selected for funding • This simplifies several start up activities ▪ The PM can be chosen later • This makes things difficult ▪ Senior management briefs the PM ▪ PM begins with a budget and schedule • As people are added these are refined ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 5 The PM in Functional Organization ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 6 The PM in Functional Organization ▪ PMs are usually generalists ▪ It would be very unusual for a PM to have all the technical skills that are used on their projects ▪ PMs: • Rarely decide who performs each task • Lack the technical skills to evaluate much of the work performed on a particular project • Exercise little control over many aspects of the work that gets performed on the project ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 7 Comparing Functional & Project Managers Functional Managers Project Managers ▪ need technical skills ▪ need negotiation skills ▪ should be more skilled at analysis ▪ should be more skilled at synthesis ▪ use analytic approach ▪ use systems approach ▪ responsible for a small area ▪ responsible for the big picture ▪ act as managers ▪ act as facilitators ▪ act as direct, technical supervisors ▪ act as generalists ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 8 Three Major Questions Facing PMs ▪ What needs to be done? ▪ When must it be done? ▪ How are the resources required to do the job to be obtained? ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 9 Project Manager Responsibilities ▪ The Parent Organization ▪ The Project and he Client ▪ The Project Team ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 10 Project Manager Responsibilities ▪ The Parent Organization • Competent management of project • Proper usage of resources • Timely and accurate reports, thorough communication specially related to risks • Keep project sponsor informed The PM must never allow senior management to be surprised! ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 11 Project Manager Responsibilities ▪ The Project and the Client • Preserve the integrity of the project ▪ This may be difficult with all sides wanting conflicting demands • Keep the client informed of major changes • Keep a close eye on requirements/changing requirements of project • Client satisfaction ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 12 Project Manager Responsibilities ▪ The Project Team • 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 ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 13 Special Demands on the PM ▪ Acquiring Adequate Resources ▪ Acquiring and Motivating Personnel ▪ Dealing with Obstacles ▪ Making Project Goal Trade-offs ▪ Maintaining a Balanced Outlook ▪ Breadth of Communication ▪ Negotiation ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 14 Special Demands on the PM ▪ Acquiring Adequate Resources • Project budgets are limited and often inadequate • Resource trade-offs must be considered • Crises occur that require special resources • Availability of human resources is seen as a “win-lose” proposition ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 15 Special Demands on the PM ▪ Acquiring and Motivating Personnel • Most project workers are borrowed from functional managers • The project manager negotiates for the desired worker but: ▪ The PM wants the best qualified individual ▪ The functional manager decides who to assign • Worker will most likely return to the functional manager once the project is finished ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 16 Special Demands on the PM ▪ Acquiring and Motivating Personnel • Most Important Characteristics for Team Members: ▪ High-quality technical skills ▪ Political, and general, sensitivity ▪ Strong problem orientation ▪ Strong goal orientation ▪ High self-esteem ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 17 Special Demands on the PM ▪ Acquiring and Motivating Personnel • Teams progress through four development phases (Tuckman Ladder): 1. Forming ▪ teams come together for first time and learn about their roles & responsibilities 2. Storming: ▪ teams begin the project work, but they tend to work independently 3. Norming: ▪ teams begin to work together and adjust their work habits and behaviors to support the team. The team learns to trust each other 4. Performing: ▪ teams work as cohesive units and accomplish the required goals 5. Adjourning (has been suggested): ▪ teams return to their functional departments ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 18 Special Demands on the PM ▪ Dealing with Obstacles • Every project is unique • The project manager should be ready to face a series of crises • A big problem is “scope creep” • Good project managers are fire preventers hopefully, but also fire fighters • Early problems are associated with resources • Later problems are associated with: ▪ Last-minute schedule and technical changes ▪ The happenings to a team when the project is completed ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 19 Special Demands on the PM ▪ Making Project Goal Trade-offs • PMs must make trade-offs between the project goals of: ▪ Cost ▪ Time ▪ Scope ▪ Ancillary goals • Multiple projects • Project goals and organizational goals • Project, firm, career ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 20 Special Demands on the PM ▪ Making Project Goal Trade-offs • Relative Importance of Project Objectives ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 21 Special Demands on the PM ▪ Maintaining a Balanced Outlook • Hard to tell where a project is headed • Outlook can change over the life of a project • Technical problems cause waves of pessimism and optimism to sweep over the project staff • Mood swings can hurt performance • Maintaining a positive outlook is a delicate job ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 22 Special Demands on the PM ▪ Breadth of Communication • Most of a project manager’s time is spent on communication • In order to properly communicate, the PM must be good at: ▪ Listening and persuading ▪ Building and keeping relationship with top management ▪ Building strong information network ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 23 Special Demands on the PM ▪ Negotiation • High negotiation skills ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 24 Attributes, Skills, and Qualities of the PM ▪ Strong leadership ability ▪ Hard-nosed manager ▪ Mature ▪ Currently available ▪ Problem-solving skills ▪ Ability to develop people ▪ Worked in several departments ▪ Time management skills (source: Meredith et al. 2010) ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 25 Attributes of Effective PMs 1. Credibility 2. Sensitivity 3. Leadership, Ethics, and Management Style 4. Ability to Handle Stress ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 26 Attributes of Effective PMs 1. Credibility • Technical credibility ▪ PM must be able to • explain project technology to senior management • interpret the technical needs of the client to the project team • hear the problems of the project team and understand them sufficiently to address them • Administrative credibility ▪ make sure that • project reports are accurate and timely • material, equipment, and labor are available when and where needed ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 27 Attributes of Effective PMs 2. Sensitivity • Interpersonal sensitivity ▪ Recognize and resolve conflicts before they erupt • Political sensitivity • Technical sensitivity ▪ Individuals who cannot work under stress would be well advised to avoid project organizations ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 28 Attributes of Effective PMs 3. Leadership, Ethics, and Management Style • Leadership ▪ “Interpersonal influence, exercised in situations and directed through the communication process, toward the attainment of a specified goal or goals” (Tannenbaum et al., 1957)) • Strong sense of ethics • A management style that fits the project ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 29 Attributes of Effective PMs 3. Leadership, Ethics, and Management Style • Leadership ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 30 Attributes of Effective PMs 3. Leadership, Ethics, and Management Style • Ethics ▪ Strong sense of ethics: doing what's right or what one feels is right ▪ Some ethical missteps that are relatively common in business (Nixon 1987) : • “wired” bids and contracts (the winner has been predetermined) • “buy-in” (bidding low with the intent of cutting corners or forcing subsequent contract changes) • kickbacks • “covering” for team members (group cohesiveness) • Taking “shortcuts” (to meet deadlines or budgets) • Using marginal (substandard) materials • Compromising on safety • Violating standards • Consultant (e.g., auditors) loyalties (to employer or to client or to public) ▪ Ethical choices reduce the risk, advance positive results, increase trust, determine long term success, and build reputations ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 31 Attributes of Effective PMs 3. Leadership, Ethics, and Management Style • Management Style ▪ Results-Based Management Style: • “Get it done, and I’ll be happy—I don’t care how!” ▪ Democratic Management Style: • “You’re the experts, so discuss what you all think is right—let’s just do that!” ▪ Transformational Management Style: • “Come on, I’m counting on you to be better. Think bigger, jump higher!” ▪ Servant Leader Management Style: • “How can I help you do your best work?” ▪ Transactional Management Style: • “Please get it done and stop asking questions—and here’s what you’ll get if you do.” ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 32 Attributes of Effective PMs 4. Ability to Handle Stress • Signs of excessive stress in workplace (Kent 2008): ▪ Inability to switch-off work issues ▪ Disturbed sleep ▪ Lack of pleasure in non-work-related leisure activities ▪ Difficulty concentrating or making decisions ▪ Tendency to anger quickly ▪ Lack of energy ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 33 Attributes of Effective PMs 4. Ability to Handle Stress • Several ways to control stress (Kent 2008): ▪ Keep a journal, taking time to reflect on the events of the day ▪ Prioritize all tasks facing you, eliminating tasks that do not really need to be done ▪ Give yourself time to unwind from high stress meetings, perhaps by taking a short walk or doing 15 minutes of exercise or meditation. Avoid meditating on the high-stress meeting ▪ Engage in after-work physical activities that take your mind off the tasks ▪ Improve your physical surroundings so they are pleasant, enjoyable, and comfortable, helping you to relax ▪ Become aware of the control you do or do not have over events. One of the great laws of living is “Do not develop anxiety about things over which you have no control!” ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 34 Problems of Cultural Differences ▪ Project managers must adapt to the social and cultural environment in which they are working ▪ This is especially true when the project is in another country ▪ Problems can arise in international projects, when a culture’s opinion of some group is different from that of the firm ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 35 Aspects of Culture ▪ Technology • refers to tools used by people, material things they use or produce, the way they prepare food, their skills, their attitude towards work, how do they live, all aspects of material life ▪ Institutions • refers to structure of society, organization of govt., family system, division of labor, role of religion, economic system, education system, etc. ▪ Language ▪ Art ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 36 Culture and the Project ▪ Time ▪ Staffing projects ▪ Knowledge of people ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 37 Corporate Culture ▪ Microcultures ▪ Vary within industries and firms ▪ Impacted by diversity • Interindustry • Interfirm • Intrafirm ISE 440 - Term 231 Dr. Yasser Almoghathawi, KFUPM 38