Chapter3 Project Manager1 Ch 3 The Project Manager “Project Managers are special people who will ensure project success”

Chapter3 Project Manager2 Project Manager Responsible for implementing and completing the project Prepare preliminary budget and schedule Select people to serve the project team Know the client Ensure that proper facilities are available Ensure that supplies are available when needed Take care of routine details

Chapter3 Project Manager3 Comparison between Functional and Project Manager’s Role and Responsibilities

Chapter3 Project Manager4 Functional ManagerProject Manager In charge of 1 functional dept.(eg;marketing,finance) Oversee many functional areas Specialist in the area they manage Generalist-wide b.ground of experience and knowledge Analytically orientedMore skills at synthesis Know some details of each operation Rarely has in depth knowledge of all areas Responsible for 4W 1H of each job/task Use systems approach Direct,technical supervisorFacilitator Know the technology to advise and solve problems Facilitate cooperation

Chapter3 Project Manager5 Vice President Manufacturing WeldingMachiningAssemblyPainting Example of Functional Structure

Chapter3 Project Manager6 Example of Project Manager responsibilities Project Manager Finance Engineering ContractsPlanning Manufacturing Purchasing

Chapter3 Project Manager7 Task of Synthesis What needs to be done? When must it be done? How are resources required to do the job to be obtained?

Chapter3 Project Manager8 Project Mgr Responsibilities Parent organization Project & client Members of project team

Chapter3 Project Manager9 Responsibilities to Parent Company Proper conservation of resources Timely and accurate project communication Competent management of the project Keep management informed – project’s status, cost, timing and prospects Running over budget or delay Protect firm from risk Damage control

Chapter3 Project Manager10 Responsibilities to the Project Preserve integrity of the project Resolve conflicting demands made by many parties – engineering, marketing, manufacturing, administration, purchasing

Chapter3 Project Manager11 Responsibilities to Project Team Members Finite nature of the project Specialized nature of the team Concern with future of project people Transition back to functional units

Chapter3 Project Manager12 PM Career Path Participation in small and then larger project Give command over small and large project Project engineer, manufacturing manager, deputy project manager, project manager

Chapter3 Project Manager13 Special Demands on the 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 Communication Negotiation

Chapter3 Project Manager14 Acquiring Adequate Resources Human resource, material, machine, subcontractors, consultants, space, utilities Resource trade-offs Human resource – skills, pay Subcontracting – cost, delay, control Under and overestimate of resources Resource acquisition

Chapter3 Project Manager15 Acquiring and Motivating Personnel “Borrowed” from functional department Top producers and high skill Challenge and variety in project Influence over salary and promotions Effective team members: High quality technical skills Political sensitivity Strong problem orientation Strong goal orientation High self esteem

Chapter3 Project Manager16 Dealing With Obstacles Better planning, fewer crises Project inception – resources Budget and schedule Change in technical plans, schedule Uncertainty surrounding what happens at the end of the project Open communication with all parties

Chapter3 Project Manager17 Making Project Goal Trade- offs Trade-offs – cost, time, performance Technical and managerial functions Project formation – no difference in importance Build-up stage – schedule Final stage – performance Smoothness of running project team for technical progress

Chapter3 Project Manager18 Failure and the Risk and Fear of Failure Failure in routine project – come in late or over budget Failure in new project – technical problem Waves of pessimism and optimism

Chapter3 Project Manager19 Breadth of Communication Top management, functional department, clients, suppliers, authorities, subcontractors Engineering change management Use of cyber communication tools PM fully understand project’s intent PM has managed projects that failed Have support of top management Build and maintain solid information network PM must be flexible

Chapter3 Project Manager20 Negotiation Highly skill negotiator

Chapter3 Project Manager21 Selecting the Project Manager Strong technical background Hard-nosed manager Mature individual Someone who is currently available Someone on good terms with senior executives A person who can keep the project teams happy One who has worked is several departments A person who can walk on the waters

Chapter3 Project Manager22 Credibility Technical credibility –perceived as possessing sufficient technical knowledge Reasonable understanding of base technologies Administrative credibility – responsibilities to client and senior management Trade-offs decisions Mature judgments, courage

Chapter3 Project Manager23 Sensitivity Political sensitivity Sense inter-personal conflict Persuade people to cooperate Sense any failure

Chapter3 Project Manager24 Leadership and Management style “Interpersonal influence, exercised in situations and directed through communication process, toward the attainment of specified goal or goals” Capitalize on people’s strengths, cover their weaknesses, know when to take over When to punish/reward When to communicate