Chapter 2: The Manager, the Organization, and the Team 1 Project Management in Practice Prepared by Scott M. Shafer Wake Forest University Mantel, Meredith, Shafer, and Sutton John Wiley and Sons, Inc.

Chapter 2: The Manager, the Organization, and the Team 2 Chapter 2 The Manager, the Organization, and the Team

Chapter 2: The Manager, the Organization, and the Team 3 THE PM’S ROLES

Chapter 2: The Manager, the Organization, and the Team 4 Facilitator 4 Manager-As-Supervisor Versus Manager- As-Facilitator 4 Systems Approach Versus Analytical Approach –suboptimization 4 Must ensure project team members have appropriate knowledge and resources 4 Micromanagement

Chapter 2: The Manager, the Organization, and the Team 5 Communicator Figure 2-1 Communication Paths Between a Project’s Parties-At-Interest

Chapter 2: The Manager, the Organization, and the Team 6 Virtual Project Manager 4 Geographically Dispersed Projects 4 Communication Via – –Web –telephone –video conferencing 4 “Never let the boss be surprised!”

Chapter 2: The Manager, the Organization, and the Team 7 THE PM’S RESPONSIBILITIES TO THE PROJECT

Chapter 2: The Manager, the Organization, and the Team 8 Three Overriding Responsibilities 4 Acquisition of Resources –getting necessary quantity and quality can be key challenge –“irrational optimism” 4 Fighting Fires and Obstacles 4 Leadership and Making Trade-Offs

Chapter 2: The Manager, the Organization, and the Team 9 Negotiation, Conflict Resolution, and Persuasion 4 Necessary to meet three overriding responsibilities

Chapter 2: The Manager, the Organization, and the Team 10 SELECTION OF A PROJECT MANAGER

Chapter 2: The Manager, the Organization, and the Team 11 Key Criteria 4 Credibility - The PM is believable –technical credibility –administrative credibility 4 Sensitivity - Politically Astute and Aware of Interpersonal Conflict 4 Leadership, Style, Ethics - Ability to Direct Project in Ethical Manner

Chapter 2: The Manager, the Organization, and the Team 12 PROJECT MANAGEMENT AS A PROFESSION

Chapter 2: The Manager, the Organization, and the Team 13 Project Management as a Profession 4 Project Management Institute –64,000 members 4 Project Management Body of Knowledge (PMBOK) 4 Project-Oriented Organization

Chapter 2: The Manager, the Organization, and the Team 14 FITTING PROJECTS IN THE PARENT ORGANIZATION

Chapter 2: The Manager, the Organization, and the Team 15 More on “Why Projects?” 4 Emphasis on Time-to-Market 4 Need for Specialized Knowledge from a Variety of Areas 4 Explosive Rate of Technological Change 4 Accountability and Control

Chapter 2: The Manager, the Organization, and the Team 16 Figure 2-2 The Pure Project Organization

Chapter 2: The Manager, the Organization, and the Team 17 The Pure Project Organization 4 Advantages –Effective and efficient for large projects –Resources available as needed –Broad range of specialists –short lines of communication 4 Drawbacks –Expensive for small projects –Specialists may have limited technological depth –May require high levels of duplication for certain specialties

Chapter 2: The Manager, the Organization, and the Team 18 Figure 2-3 Functional Project Organization

Chapter 2: The Manager, the Organization, and the Team 19 Functional Project Organization 4 Advantages –technological depth 4 Drawbacks –lines of communication outside functional department slow –technological breadth –project rarely given high priority

Chapter 2: The Manager, the Organization, and the Team 20 Figure 2-4 Matrix Project Organization

Chapter 2: The Manager, the Organization, and the Team 21 Matrix Project Organization 4 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 4 Drawbacks –violation of the Unity of Command principle –complexity of managing full set of projects –conflict

Chapter 2: The Manager, the Organization, and the Team 22 Figure 2-5 Mixed Project Organization

Chapter 2: The Manager, the Organization, and the Team 23 THE PROJECT TEAM

Chapter 2: The Manager, the Organization, and the Team 24 Characteristics of Effective Project Team Members 4 Technically Competent 4 Politically Sensitive 4 Problem Orientation 4 Goal Orientation 4 High Self-Esteem

Chapter 2: The Manager, the Organization, and the Team 25 Matrix Team Problems 4 Weak (Functional) Matrix –PM has no direct reports –Ability to communicate directly with team members important 4 Matrix Projects –Important to maintain good morale –Project Office

Chapter 2: The Manager, the Organization, and the Team 26 Intrateam Conflict 4 Life Cycle Phase and Source of Conflict 4 Name-Only Team 4 Interpersonal Conflict

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