“Project Managers are special people who will ensure project success”
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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
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Comparison between Functional and
Project Manager’s Role and
Responsibilities
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Functional Manager
In charge of 1 functional dept.(eg;marketing,finance)
Specialist in the area they manage
Analytically oriented
Know some details of each operation
Responsible for 4W 1H of each job/task
Project Manager
Oversee many functional areas
Generalist-wide b.ground of experience and knowledge
More skills at synthesis
Rarely has in depth knowledge of all areas
Use systems approach
Direct,technical supervisor Facilitator
Know the technology to advise and solve problems
Facilitate cooperation
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Vice President
Manufacturing
Welding Machining Assembly
Example of Functional Structure
Painting
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Project
Manager
Finance Engineering Contracts Manufacturing Planning Purchasing
Example of Project Manager responsibilities
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What needs to be done?
When must it be done?
How are resources required to do the job to be obtained?
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Parent organization
Project & client
Members of project team
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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
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Preserve integrity of the project
Resolve conflicting demands made by many parties – engineering, marketing, manufacturing, administration, purchasing
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Finite nature of the project
Specialized nature of the team
Concern with future of project people
Transition back to functional units
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Participation in small and then larger project
Give command over small and large project
Project engineer, manufacturing manager, deputy project manager, project manager
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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
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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
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“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 Manager 15

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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
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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
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Failure in routine project – come in late or over budget
Failure in new project – technical problem
Waves of pessimism and optimism
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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
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Highly skill negotiator
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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
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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
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Political sensitivity
Sense inter-personal conflict
Persuade people to cooperate
Sense any failure
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“Interpersonal influence, exercised in situations and directed through communication process, toward the attainment of specified goal or goals”
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Capitalize on people’s strengths, cover their weaknesses, know when to take over
When to punish/reward
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When to communicate
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