1. Project Management in Practice Fourth Edition Prepared by Scott M. Shafer, Updated by William E. Matthews and Thomas G. Roberts, William Paterson University Copyright 2011 John Wiley & Sons, Inc. 2-1 Mantel, Meredith, Shafer, and Sutton John Wiley and Sons, Inc.

2. Project Manager’s Roles Copyright 2011 John Wiley & Sons, Inc. 2-2  Manager-as-facilitator versus manager- as- supervisor  Use of a systems approach as opposed to an analytical approach suboptimization  Avoid micromanagement  Communicate … ensure that project team members have appropriate knowledge and resources

3. Manager as Communicator Copyright 2011 John Wiley & Sons, Inc. 2-3 Communication paths between a project’s parties-at-interest Senior Management t Project Team Outside Interested Parties PM Client

4. Virtual Project Manager Copyright 2011 John Wiley & Sons, Inc. 2-4  Geographically dispersed projects  Communication via email web telephone video conferenc ing

5. Project Manager’s Golden Rule Copyright 2011 John Wiley & Sons, Inc. 2-5 “ Never let the boss be surprised. ”

6. Project Manager’s Responsibilities to the Project Copyright 2011 John Wiley & Sons, Inc. 2-6  Acquiring resources getting necessary quantity and quality can be key challenges  Fighting fires and obstacles  Leadership and making trade-offs

7. Essential Skills of Project Manager Copyright 2011 John Wiley & Sons, Inc. 2-7  Ability to: negotiate resolve conflicts persuade avoid “irrational optimism”

8. Characteristics of a Successful Project Manager Copyright 2011 John Wiley & Sons, Inc. 2-8  Credibility – he/she is believable technical credibility administrative credibility  Sensitivity - politically astute and aware of interpersonal conflict  Leadership, Style, Ethics – able to direct project in an ethical manner

9. Growing Importance of Multicultural Projects Copyright 2011 John Wiley & Sons, Inc. 2-9  Project managers have to be aware of cultural differences between counties  Common practice in one country may be illegal in another  Paying a government official to fast track an approval, leaving out obvious information in a bid, inviting a client to dinner, etc.  Project managers have to be trained to the highest ethical standards

10. Project Management As A Profession Copyright 2011 John Wiley & Sons, Inc. 2-10  Project Management Institute (PMI) is a project-oriented organization with more than 300,000 members worldwide  PMI publishes The Project Management Body of Knowledge (PMBOK)

11. Factors Increasing The Importance of Projects Copyright 2011 John Wiley & Sons, Inc. 2-11  Emphasis on time-to-market  Need for specialized knowledge from a variety of areas  Explosive rate of technological change  Need for accountability and control  Rapid growth of globalized industry

12. The Pure Project Organization Copyright 2011 John Wiley & Sons, Inc. 2-12 President Project Manager Manager Project A Manager Project B VP Marketing VP Manufacturing VP R&D Marketing Manufacturing R&D Human Resources Marketing Manufacturing R&D Human Resources

13. The Pure Project Organization Copyright 2011 John Wiley & Sons, Inc. 2-13  Advantages effective and efficient for large projects resources available as needed broad range of specialists short lines of communication  Drawbacks expensive for small projects specialists may have limited technological depth may require high levels of duplication for certain specialties

14. Functional Project Organization Copyright 2011 John Wiley & Sons, Inc. 2-14 President Manufacturing Project MarketingR & D Human Resources Finance

15. The Functional Project Organization Copyright 2011 John Wiley & Sons, Inc. 2-15  Advantages technological depth  Drawbacks lines of communication outside functional department can be slow technological breadth can be missing project rarely given high priority

16. Matrix Project Organization Copyright 2011 John Wiley & Sons, Inc. 2-16 President Program Manager PM1 PM2 PM3 Manufacturing 3 1 0 Marketing 1 ½ 4 1/2 Finance ½ ¼ 3 R&D 4 1 ½ 1/2 Human Resources ½ ¼ 1

17. Matrix Project Organization Copyright 2011 John Wiley & Sons, Inc. 2-17  Advantages flexibility in way it can interface with parent organization strong focus on the project itself contact with functional groups minimizes “projectitis” ability to manage fundamental trade-offs across several projects  Drawbacks violation of the unity of command principle complexity of managing the organization’s full set of projects intrateam conflict

18. Mixed Project Organization Copyright 2011 John Wiley & Sons, Inc. 2-18 President Project M FinanceEngineering Project Z Manufacturing

19. Project Management Offices Copyright 2011 John Wiley & Sons, Inc. 2-19  There can be several different types of PMOs in large firms … with different and sometimes overlapping areas of operations CPMO (corporate project management office) EPMO (enterprise project management office)

20. Characteristics of Effective Project Team Members Copyright 2011 John Wiley & Sons, Inc. 2-20  Team members must be/have: technically competent politically sensitive problem oriented goal oriented high self-esteem

21. Matrix Team Problems Copyright 2011 John Wiley & Sons, Inc. 2-21  The smaller the project, the more likely it is to be organized as a weak (functional) matrix. As a result: PM may have no direct reports his/her ability to communicate directly with team members will be critical important to maintain good morale … since team loyalty may be limited a project “war room” may be helpful

22. Causes of Intrateam Conflict Copyright 2011 John Wiley & Sons, Inc. 2-22  Life cycle phase … conflicts vary with the different stages of the project  Name-only team … in which individuals work essentially independently  Interpersonal conflict … which tends to impact on the ways groups work together

23. Copyright Copyright 2011 John Wiley & Sons, Inc. 2-23 Copyright  John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back- up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information herein.