Public Projects Management and Organization Lecture Notes PDF

Public Projects Management and Organization - PAD 400 Part 1 FALL 2024- 2025 WEEK SIX CHAPTER THREE- Part one The Role of the Project Manager (pp.100-112) Leadership and Management Leadership is...

Public Projects Management and Organization - PAD 400 Part 1 FALL 2024- 2025 WEEK SIX CHAPTER THREE- Part one The Role of the Project Manager (pp.100-112) Leadership and Management Leadership is a talent only a few are born with Management is a skill that anyone can acquire Functional Management The best way to explain the unique role of the project manager is to contrast it with that of a functional manager. Figure 3-1,  Functional Management Continued Department heads are usually functional specialists. They have the technical skills needed. They almost know the details of each operation for which they are responsible. They exercise a great deal of control over every aspect of the work within their area. Functional managers decide who is capable of solving a technical Project Management Figure 3-2, Project Management Continued  Project managers are usually generalists (Broader knowledge is more important than technical knowledge).  It would be very unusual for a project manager to have all the technical skills that are used on the projects.  The project managers rarely decide who performs each task and lack the technical skills to evaluate much of the work performed on the projects.  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 needs negotiation skills. Functional manager must be skilled at analysis while project manager must be skilled at synthesis (putting many pieces of the task together to form a coherent whole) 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 Special Cases When PMs immediate supervisor exercises close supervision over the PM’s decisions and actions, powers delegated to the PMs will be withdrawn. (micromanagement) less creativity and frustration However, when the relationship between the PM and the line managers is friendly and uncompetitive, conflicts will be minimized. Project Manager’s Responsibilities PM is responsible for three separate areas: 1. Responsibility to the parent company 2. Responsibility to the project clients 3. Responsibility to the project team 1) The Parent Company The proper usage of company’s resources Submits timely and accurate reports Keeps project sponsors fully informed about the project’s status regarding cost, timing, and the likely future problems. 2) The Project’s Clients Preserves the integrity of the project while having conflicting demands (ex: clients’ suggestion, marketing, engineering, contracts, administration, etc.) Keeps the project up to specifications. Keeps the clients informed of major changes. 3) The Project Staff (team members) The “team” will disband at the end of the project, therefore, the PM must look out for everyone’s future (transitional period) This is in the best interest of the project to be concerned with future career of team members Special Demands on Project Manager The success of the P. management depends on how skillfully these demands are handled: 1. Acquiring adequate resources 2. Acquiring and motivating personnel 3. Dealing with obstacles 4. Making project goal trade-offs 5. Failure and the fear of failure 6. Breadth of communication 7. Negotiation 1- Acquiring Adequate Resources Project budgets are usually insufficient mainly…To ensure projects are accepted for funding Crises occur when the required special resources are not provided to the PM (the cost-benefit ratio will be negatively altered) Acquiring and -2 Motivating Personnel The PM and the functional manager both want the best qualified individuals The functional manager decides who to assign to the project (but, cooperation has a limit!) 3- Dealing with Obstacles Every project is unique The project manager will face a series of crises that will appear without warning A big problem is “scope creep”.  Early problems associated with resources  Later problems are associated with… 1. Last-minute schedule 2. What happens to the team when the project is completed 4- Making Project Goal Trade-Offs Trade-offs involve the three main goals. They vary depending on the stage of the project life cycle. PRFORMANCE – TIME - BUDGET