1. Prepared by Scott M. Shafer, Updated by William E. Matthews and Thomas G. Roberts, William Patterson University Copyright 2007 John Wiley & Sons, Inc.2-1 Mantel, Meredith, Shafer, and Sutton John Wiley and Sons, Inc.

2.  Manager-as-Supervisor Versus Manager- as-Facilitator  Systems Approach Versus Analytical Approach suboptimization  Must ensure project team members have appropriate knowledge and resources  Micromanagement Copyright 2007 John Wiley & Sons, Inc.2-2

3. Communication Paths Between a Project’s Parties-At-Interest Copyright 2007 John Wiley & Sons, Inc.2-3 Senior Managemen t Project Team Outside Interested Party PM Client

4.  Geographically Dispersed Projects  Communication via email web telephone video conferenc ing Copyright 2007 John Wiley & Sons, Inc.2-4

5. “ Never let the boss be surprised ” Copyright 2005 John Wiley & Sons, Inc.2-5

6.  Acquiring Resources getting necessary quantity and quality can be key challenge  Fighting Fires and Obstacles  Leadership and Making Trade-Offs Copyright 2007 John Wiley & Sons, Inc.2-6

7.  Negotiation  Conflict Resolution  Persuasion  Avoiding “Irrational Optimism ” Copyright 2007 John Wiley & Sons, Inc.2-7

8.  Credibility - The PM is believable technical credibility administrative credibility  Sensitivity - Politically Astute and Aware of Interpersonal Conflict  Leadership, Style, Ethics - Ability to Direct Project in Ethical Manner Copyright 2007 John Wiley & Sons, Inc.2-8

9.  Project Management Institute More than 240,000 members, in over 160 countries.  Project Management Body of Knowledge (PMBOK)  Project-Oriented Organization Copyright 2007 John Wiley & Sons, Inc.2-9

10.  Emphasis on Time-to-Market  Need for Specialized Knowledge from a Variety of Areas  Explosive Rate of Technological Change  Accountability and Control Copyright 2007 John Wiley & Sons, Inc.2-10

11. Copyright 2007 John Wiley & Sons, Inc.2-11 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

12.  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 Copyright 2007 John Wiley & Sons, Inc.2-12

13. Copyright 2007 John Wiley & Sons, Inc.2-13 President Manufacturing Project MarketingR & D Human Resources Finance

14.  Advantages technological depth  Drawbacks lines of communication outside functional department slow technological breadth project rarely given high priority Copyright 2007 John Wiley & Sons, Inc.2-14

15. Copyright 2007 John Wiley & Sons, Inc.2-15 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

16.  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 full set of projects conflict Copyright 2007 John Wiley & Sons, Inc.2-16

17. Copyright 2007 John Wiley & Sons, Inc.2-17 President Project M FinanceEngineering Project Z Manufacturing

18.  Technically Competent  Politically Sensitive  Problem Oriented  Goal Oriented  High Self-Esteem Copyright 2007 John Wiley & Sons, Inc.2-18

19.  Weak (Functional) Matrix PM has no direct reports Ability to communicate directly with team members important  Matrix Projects Important to maintain good morale Project Office Copyright 2007 John Wiley & Sons, Inc.2-19

20.  Life Cycle Phase  Name-Only Team  Interpersonal Conflict Copyright 2007 John Wiley & Sons, Inc.2-20

21. 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. Copyright 2007 John Wiley & Sons, Inc.2-21