Ch. 3 The Project Manager (PM)

Project management and the PM Special demands on the PM Selecting the PM Cultural differences Impact of institutional environment Multicultural communications and

managerial behavior

Ch. 3.1: Functional and Project Manager ComparedFunctional Manager:

Project Manager:

Ch. 3.1: Functional and Project Manager Compared

FunctionalManager

ProjectManager

Approach Analyst Generalist

Style Expert Facilitator

Responsibility

Technology & Resources

Results

Ch. 3.1: The Systems Approach

Definition of System:

A set of interrelated components that accepts input and produces output in a purposeful manner

Keyword: PURPOSEFUL (involving humans in some way)

The “Systems Approach” does not only consider the individual parts that make up the system, but also the system AS A WHOLE, recognizing that the system is MORE than the sum of it’s individual parts

Ch 3.1: The PM As a Generalist:

WHAT needs to be done?

WHEN must it be done?

HOW are the required resources to be obtained?

Ch 3.1: The PM As a Facilitator

Separation of project from functional management structure of firm (avoid being micromanaged)

Ch. 3.1: Project Management and the Project Manager

Ad-hoc (essentially disorganized) Abbreviated (some processes exist) Organized (standardized processes) Managed (measured processes) Adaptive (continuous improvement)

Ch. 3.2: 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 Communications

Ch. 3.2: Reasons Why Projects Are Under-Budgeted Project proposers optimism Purposeful underestimates Uncertainty of project environment

PM Response: Scramble, Elicit aid, Work late, Wheedle, Threaten, Do whatever necessary!

Ch 3.2: Acquiring Personnel - Concerns

PM chooses FM’s best workers for project Project more glamorous than steady

functional duties

Concerns by Functional Manager:

Concerns by Acquired Team Member: FM controls evaluation, salary &

promotion

Ch. 3.2: Characteristics of Effective Team Members

High-quality technical skills Political sensitivity Strong problem orientation Strong goal orientation High self-esteem

Ch 3.2: Project Obstacles

Last minute project changes Future careers of team members

Towards end of project:

Resource paring by upper management

At the beginning of Project:

Ch 3.2: Project Goal Trade-offs

Relative Importance of Project Objectives During Different Phases of the Project Life Cycle

Life Cycle Stage Cost Schedule PerformanceFormation 1 1 1Buildup 3 1 2Main 3 1 1Phaseout 3 2 1

Note: 1 = most important

Ch 3.2 Risks, Fears, Failure

Smooth start Problems late in

Life Cycle Not organized to

handle unexpected crises

Planning problems

Failure to define requirements and specifications

Type 1: Routine Projects

Type 2: Non-routine Proj.

Ch 3.2: Communication Issues Liaison to outside world and

arbitration of internal team problems (If necessary) post mortem on failed

projects Supportive interaction with top

management Building a solid information network Flexibility in resource trade-offs

Ch. 3.3: Selecting the PM –Desirable Characteristics Strong technical background Hard-nosed manager Mature Currently available On good terms with senior executives Keeps project team happy Experience in several different

departments Walks on water

Ch. 3.3: Selecting the PM –MOST Desirable Characteristic

Drive to complete task

Ch 3.3 PM Credibility - Technical Reasonable understanding of the

base technology Ability to explain project

technology to stakeholders Accurate interpretation of client

needs to project team

Ch 3.3: PM Credibility - Administrative To senior management:

Affirm that project reports are accurate and timely

To project team:Make sure material, equipment, labor are available when needed

CH. 3.3 PM Sensitivity Political Interpersonal:

Recognize and resolve conflicts before they erupt

Detective:Recognize cover-up of failure by team members

Ch. 3.3 Leadership - Interpersonal

Interpersonal influence, exercised in situations and directed through the communications process, towards the attainment of a specific goal or goals+

Enthusiasm, optimism, energy, tenacity, courage, maturity

Ch 3.3 Leadership – Ethical Missteps “wired” bids “buy-in” with intent to amend lateron kickbacks “covering” for team members “shortcuts” substandard material compromising safety violating standards consultant biased

Ch 3.3 PMI Code of Ethics Maintain High Standards of

personal and professional conduct Work Action Items Employer and Clients Relations Responsibilities to Community

Ch 3.3: Management Style

Low tech rigid Medium tech

moderately firm High tech

moderately flexible Very high tech

highly flexible

Assembly informal System formal Array highly

formal

Technological Uncertainty

System Complexity

Ch 3.3: PM Stress Factors Lack of consistent set of

procedures to manage project Too much work Need for high achievement Parent organization in upheaval

Ch 3.4: Source of Cultural Differences

Nationality Socioeconomic environment Type of Industry Geographical regions within a

country Divisions within a corporation

Ch 3.4: The Four Pillars of Culture Technology:

Attitudes toward work, food preparation

Institutions:Religion, Family, Government

Language:Connotative meaning of words

Art:Glue that holds culture together

Ch. 3.4: Culture Clashes

North America

Latin America

Asia

Tardiness Not acceptable

Normal Loss of face

Nepotism Discouraged Normal Discouraged

Integration Mandated Non existent Non existent

Involvement

Discouraged Prerequisite Prerequisite

Ch 3.5 Project Team Neighborhood (Environments)

Socioeconomic Environment Legal Environment Business Cycle Environment Technological Environment

Ch 3.5: Socioeconomic Environment Bureaucracy:

marked increase outside U.S.A. Ensuring the Good of the Local Economy:

no exploitation, reinvestment, local safety rules, employment preference, local traditions honored

Discrimination:female PM or “hostile” ethnicity PM may increase the risk of project failure (difficult to use Armenian PM in Turkey)

Ch 3.5: Legal Environment

Domestic Foreign

Litigation High Low

Negotiation Moderate High

Trust Important Essential

Collaboration

Catching on

The norm

Proprietary technology

Legally protected

Transferred or protected by PM

Ch 3.5: Business Cycle Environment Cycles between Prosperity and

Recession Cycle shifted in Timing and

Magnitude among different nations During Recession, nations erect

protective trade barriers

Ch. 3.5: Technological Environment

Local technology is a function of relative cost (supply) of the factors of production

Local technology is modified by local traditions, policy and law

Local technology needs to be integrated into overall project technology

Ch 3.6: Multicultural Communication Problems PM does not speak local language

Learn it! Illiterate team members no memos Local supervisors shun “hands-on”

experience PM to demonstrate High regard for teachers local team

members will not correct PM mistakes Team members expect to be asked PM

not voluntarily informed of project status

Ch 3.6: PM Behavior in Multicultural Environment

Collegiality (formality of communications) Appropriate way of criticism Project time horizon (short vs. long term) Work ethic Project risk taking Personal risk taking (kidnapping etc) Provide for expatriate needs