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Chapter 10 The Project Manager

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Title: Chapter 10 The Project Manager


1
Chapter 10 The Project Manager
2
Learning Objectives
  • Understand that people are the key to project
    success
  • Responsibilities of the project manager
  • Skills needed to successfully manage projects
  • Techniques for developing those skills
  • Approaches to effective delegation
  • Ways the project manager can manage and control
    changes

2
3
Real World Example
  • Vignette The Cleanup Act!
  • The Fernald Feed Materials Production Center
    located in Northwest Cincinnati produced uranium
    metal products for the U.S. Military during the
    cold war.
  • It operated for 37 years without the residents
    knowing what was being produced at this top
    secret facility.
  • In 1989, the Department of Energy (DOE) hired
    Fluor Corporation to clean up the site as it was
    no longer needed.
  • The massive project was one of the largest
    environmental cleanup efforts and was to cost
    12 billion dollars and take 30 years to complete
  • The project was completed in 2006 (ahead of
    schedule and under budget) and is now the Fernald
    Preserve - a nature park.
  • The project earned the 2007 Project of the Year
    award by the Project Management Institute.

3
4
Real World Example
  • Vignette The Borderless Leader
  • According to David Eaton, co-founder and
    president of Aperian Global, a consulting and
    training firm with offices in around the globe,
    globalization has resulted in increased
    connectivity, integration, and interdependence in
    countries around the world at several levels.
  • Because of this, cross-cultural skills are of the
    utmost importance to global project leaders who
    must learn to be sensitive to the wide range of
    cultures with which they interact.
  • Todays leaders of global projects must recognize
    when and where cultural differences exist and
    they must be sensitive to these differences.
  • According to global project manager, Carla
    Catalano, PMP, a lot of the crosscultural
    challenges can be overcome if project managers
    and project teams show respect, listen to others,
    and show an interest in the culture they are
    dealing with.
  • Project leaders who acknowledge this and
    capitalize on cross-cultural differences will be
    better positioned to deliver successful projects
    in the new flat world.

4
5
Responsibilities of the Project Manager
  • The project managers responsibility is to
    ensure the customer is satisfied that the work
    scope is completed in a quality manner, within
    budget, and on time.
  • Provides leadership in planning, organizing, and
    controlling the work effort
  • Coordinates the activities of various team
    members
  • Does not try to do it alone
  • Involves the project team to gain their commitment

5
6
Responsibilities of the Project Manager (Cont.)
  • Planning
  • Clearly defines the project objective and reaches
    agreement with the customer
  • Communicates this objective to the project team
  • Reviews the plan with the customer to gain
    endorsement
  • Sets up a project management information system
    (manual or computerized) for comparing actual
    progress to planned progress

6
7
Responsibilities of the Project Manager (Cont.)
  • Organizing
  • Secures the appropriate resources
  • Decides which tasks should be done in-house and
    which by subcontractors or consultants
  • Assigns responsibility and delegates authority
  • Creates an environment in which individuals are
    highly motivated

7
8
Responsibilities of the Project Manager (Cont.)
  • Controlling
  • Tracks actual progress and compares it with
    planned progress
  • Takes immediate action if progress or costs change

8
9
Skills of the Project Manager
  • The project manager is a key ingredient in the
    success of a project.
  • Strong leadership ability
  • Ability to develop people
  • Excellent communication skills
  • Good interpersonal skills
  • Ability to handle stress
  • Problem-solving skills
  • Time management skills

Is there a difference between a manager and a
leader?
9
10
Leadership Ability
  • Leadership is getting things done through others.
  • Inspire the people assigned to the project
  • Create vision of the result and benefits of the
    project
  • Participative and consultative leadership style
  • Establishes the parameters and guidelines for
    what needs to be done
  • Does not tell people how to do their jobs

10
11
Leadership Ability (Cont.)
  • Involves and empowers the project team
  • Involves individuals in decisions affecting them
  • Empowers individuals to make decisions within
    their assigned areas
  • Understands what motivates team members and
    creates a supportive environment
  • Does not create situations that cause individuals
    to become discouraged
  • Fosters motivation through recognition

11
12
Leadership Ability (Cont.)
  • Sets the tone of trust, high expectations, and
    enjoyment
  • Has high expectations of themselves and of each
    person on the project team
  • Is optimistic and positive
  • Encourages the same positive attitude
  • Is highly motivated and sets a positive example
  • Has self-confidence and inspires confidence
  • Leads by making things happen

12
13
Ability to Develop People
  • Committed to the training and development of
    people
  • Uses the project to add value to each persons
    experience base
  • Establishes an environment where people can learn
    from the tasks they perform
  • Believes that all individuals are valuable to the
    organization
  • Stresses the value of self-improvement

13
14
Ability to Develop People (Cont.)
  • Provides opportunities for learning and
    development
  • Encourages individuals to assume the initiative,
    take risks, and make decisions
  • Provides assignments that require individuals to
    extend their knowledge
  • Encourages more experienced people to teach,
    coach, mentor less experienced people
  • Has people attend formal training sessions

14
15
Communication Skills
  • Effective and frequent communication is crucial.
  • Communicate regularly with the project team,
    subcontractors, customer, and own upper
    management
  • A high level of communication is especially
    important early in the project
  • Good oral and written communication skills
  • Spend more time listening than talking

15
16
Communication Skills (Cont.)
  • Establish ongoing communication with the customer
  • Communication should be timely, honest, and
    unambiguous
  • Effective communication establishes credibility
    and builds trust
  • Provide timely feedback to the team and customer
  • Create an atmosphere that fosters timely and
    open communication

16
17
Interpersonal Skills
  • Good interpersonal skills are essential
  • Develop a relationship with each person on the
    project team
  • Try to learn about the personal interests of each
    individual without being intrusive
  • Should use open-ended questions and do a lot of
    listening
  • Empathize with individuals when special
    circumstances arise

17
18
Interpersonal Skills (Cont.)
  • Maintain relationships throughout the duration of
    the project
  • Use good interpersonal skills to try to influence
    the thinking and actions of others
  • Use good interpersonal skills to deal with
    disagreement or divisiveness

18
19
Ability to Handle Stress
  • Cannot panic remain unruffled
  • Able to cope with constantly changing conditions
  • Act as a buffer between the project team and the
    customer or upper management
  • Have a good sense of humor
  • Stress is likely to be high when a project is in
    jeopardy of not meeting its objective

19
20
Problem-Solving Skills
  • Early identification of a problem or potential
    problem is important
  • Encourage project team members to identify
    problems early and solve them on their own

20
21
Time Management Skills
  • Have self-discipline
  • Be able to prioritize
  • Show a willingness to delegate

21
22
Developing the Skills Needed to Be a Project
Manager
  • Gain experience work on as many projects as you
    can each project presents a learning opportunity
  • Seek out feedback from others
  • Conduct a self-evaluation and learn from your
    mistakes
  • Interview project managers who have skills that
    you want to develop
  • Participate in training programs

22
23
Developing the Skills Needed to Be a Project
Manager (Cont.)
  • Join organizations, such as the
  • Project Management Institute
  • Read and subscribe to journals
  • Volunteer and contribute to the community or a
    specific cause to develop leadership skills
  • Learning and development are lifetime
    activitiestheres no finish line

23
24
Delegation
  • Involves empowering the team to achieve the
    objective and empowering each team member to
    accomplish the expected results
  • Allow individuals to successfully carry out
    assigned tasks
  • Give team members the responsibility to
    accomplish job objectives and the authority to
    make decisions and take actions
  • Give team members accountability for
    accomplishing results

24
25
Delegation (Cont.)
  • Requires effective communication skills
  • Provide a clear understanding of what is expected
    in terms of specific results, but do not tell the
    individuals how to do the task
  • Select the team members who are best qualified to
    perform each task and then empowering them to do
    it
  • Have confidence in each member of the team

25
26
Delegation (Cont.)
  • Common barriers to effective delegation
  • Project manager has a personal interest in the
    task
  • Project manager thinks she can do it better or
    faster herself
  • Project manager lacks confidence in the
    capability of others
  • Project manager is afraid he will lose control of
    the work and not know what is going on
  • Team members fear criticism for mistakes or lack
    self-confidence

26
27
27
28
Managing Change
  • Despite the best laid plans, changes will still
    occur.
  • Changes may be
  • Initiated by the customer
  • Initiated by the project team
  • Caused by unanticipated occurrences during the
    performance of the project
  • Required by the users of the project results

28
29
Managing Change (Cont.)
  • The later in the project that changes are
    identified, the greater their effect
  • Aspects most likely to be affected are budget and
    completion date
  • At the start of the project, procedures need to
    be established regarding how changes will be
    documented and authorized

29
30
Managing Change (Cont.)
  • Whenever a customer requests changes
  • Have project team members estimate the effects on
    cost and schedule
  • Be sure team members wont casually agree to
    changes that may require additional person-hours
  • Develop open communication and a climate of trust
  • Have users participate up front in the decision
    to change

30
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