Ch. 3 The Project Manager (PM) - PowerPoint PPT Presentation

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Ch. 3 The Project Manager (PM)

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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 – PowerPoint PPT presentation

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Title: Ch. 3 The Project Manager (PM)


1
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

2
Ch. 3.1 Functional and Project Manager Compared
Functional Manager

Project Manager

3
Ch. 3.1 Functional and Project Manager Compared
FunctionalManager ProjectManager
Approach Analyst Generalist
Style Expert Facilitator
Responsibility Technology Resources Results
4
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 its individual
parts
5
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?

6
Ch 3.1 The PM As a Facilitator
  • Separation of project from functional management
    structure of firm (avoid being micromanaged)

7
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

8
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!
9
Ch 3.2 Acquiring Personnel - Concerns
Concerns by Functional Manager
  • PM chooses FMs best workers for project
  • Project more glamorous than steady functional
    duties

Concerns by Acquired Team Member
  • FM controls evaluation, salary promotion

10
Ch. 3.2 Characteristics of Effective Team Members
  • High-quality technical skills
  • Political sensitivity
  • Strong problem orientation
  • Strong goal orientation
  • High self-esteem

11
Ch 3.2 Project Obstacles
At the beginning of Project
  • Resource paring by upper management

Towards end of project
  • Last minute project changes
  • Future careers of team members

12
Ch 3.2 Risks, Fears, Failure
Type 1 Routine Projects
Type 2 Non-Routine Projects
  • Smooth start
  • Problems late in life cycle
  • Not organized to handle unexpected crises
  • Planning problems
  • Failure to define requirements and specifications

13
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

14
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

15
Ch. 3.3 Selecting the PM MOST Desirable
Characteristic
Drive to complete task
16
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

17
Ch 3.3 PM Credibility - Administrative
  • To senior managementAffirm that project reports
    are accurate and timely
  • To project teamMake sure material, equipment,
    labor are available when needed

18
CH. 3.3 PM Sensitivity
  • Political
  • InterpersonalRecognize and resolve conflicts
    before they erupt
  • DetectiveRecognize cover-up of failure by team
    members

19
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
20
Ch 3.3 Leadership Ethical Missteps
  • wired bids
  • buy-in with intent to amend later on
  • kickbacks
  • covering for team members
  • shortcuts
  • substandard material
  • compromising safety
  • violating standards
  • consultant biased

21
Ch 3.3 PMI Code of Ethics
  • Maintain high standards of personal and
    professional conduct
  • Work action items
  • Employer and client relations
  • Responsibilities to community

22
Ch 3.3 Management Style
System Complexity
Technological Uncertainty
  • Low tech ? rigid
  • Medium tech ? moderately firm
  • High tech ? moderately flexible
  • Very high tech ? highly flexible
  • Assembly ? informal
  • System ? formal
  • Array ? highly formal

23
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

24
Ch 3.4 Source of Cultural Differences
  • Nationality
  • Socioeconomic environment
  • Type of industry
  • Geographical regions within a country
  • Divisions within a corporation

25
Ch 3.4 The Four Pillars of Culture
  • TechnologyAttitudes toward work, food
    preparation
  • InstitutionsReligion, family, government
  • LanguageConnotative meaning of words
  • ArtGlue that holds culture together

26
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
27
Ch 3.5 Project Team Neighborhood (Environments)
  • Socioeconomic Environment
  • Legal Environment
  • Business Cycle Environment
  • Technological Environment

28
Ch 3.5 Socioeconomic Environment
  • Bureaucracymarked increase outside U.S.A.
  • Ensuring the Good of the Local Economyno
    exploitation, reinvestment, local safety rules,
    employment preference, local traditions honored
  • Discriminationfemale PM or hostile ethnicity
    PM may increase the risk of project failure
    (difficult to use Armenian PM in Turkey)

29
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
30
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

31
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

32
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

33
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
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