The Manager, the Organization, and the Team
2-1
Outline:
 Selecting the project manager
 Roles / responsibilities of a project manager
 Project management as a profession
 Project Management Institute (PMI)
 Meetings
 The project team
Initiate
Plan
Execute
Monitor
And
Control
Stages or Process Groups in the Project Life Cycle
Close
2-2
When is the PM appointed?
Who is the PM responsible to?
Who should be appointed as the PM?
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 Manager
 Facilitator
 Communicator
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 Doing whatever it takes to get the job done
 Acquiring resources
 Funds, personnel, other resources
 Fighting fires and obstacles
 Providing leadership
 Making tradeoffs between project goals
 Negotiating and persuading
 Resolving conflicts
2-5
Cost
Performance
Schedule
Schedule
Performance
2-6
Cost
 Leadership ability
 Communication skills
 Ability to develop
people
 Team-building skills
 Interpersonal skills
 Ability to handle
stress





Planning skills
Organizational skills
Problem-solving skills
Administrative skills
Conflict resolution
skills
 Time management
skills
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• Communication
• Negotiation
• Problem Solving
• Influencing
• Leadership
• Three Characteristics
Knowledge
Performance
Personal
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Communication Paths Between a Project’s
Parties-At-Interest
Senior
Management
Client
PM
Project Team
Outside
Interested
Party
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 Strong focus on “finishing the job”
 Good at flexibility and adaptability
 Willing to make decisions
 Credibility is critical (technical & administrative)
 Strong sense of ethics
 Political and personal sensitivity
 Effective leadership skills (can motivate)
 Participative style of management
 Ability to handle stress
2-10
 Gain experience on the job
 work on project teams, manage small projects, work
in different job areas to get breadth of experience
 Seek out feedback from others; look for a mentor
 Conduct a self-evaluation; learn from mistakes
 Interview senior or star project managers
 Participate in training programs
 Join PMI, Toastmasters, other organizations
 Read journals, magazines, books on Project Mgmt.
 Volunteer with charities to gain some skills
2-11
Two researchers conducted many interviews with senior
project managers in which they asked a simple question:
“What information were you never given as a novice project
manager that, in retrospect, could have made your job
easier?”
The results were summarized into 12 rules for new PMs.
Source: J. Pinto and O. Kharbanda, “Lessons for an Accidental Profession,”
Business Horizons, March-April 1995.
2-12
1.
2.
3.
4.
5.
Understand the problems, opportunities, and
expectations of a project manager.
Recognize that project teams will have conflicts,
but this is a natural part of group development.
Understand who the stakeholders are and their
agendas.
Realize that organizations are very political and
use politics to your advantage.
Realize that project management is “leader
intensive” but that you must be flexible.
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6.
7.
8.
Understand that project success is defined by four
components: budget, schedule, performance
criteria, and customer satisfaction.
Realize that you must build a cohesive team by
being a motivator, coach, cheerleader,
peacemaker, and conflict resolver.
Notice that your team will develop attitudes based
on the emotions you exhibit—both positive and
negative.
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Always ask “what-if” questions and avoid
becoming comfortable with the status of the
project.
10. Don’t get bogged down in minutiae and lose sight
of the purpose of the project.
11. Manage your time efficiently.
12. Above all, plan, plan, plan.
9.
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The PM attends many meetings, some of which they lead,
or manage.
Since a PM’s time is valuable, managing meetings
efficiently and effectively is a desirable skill.
There are many tips that are helpful in becoming an
effective meeting manager.
Why have a meeting?
2-16
www.pmi.org
2-17
2-18
2-19
Purpose: PMI is a professional organization dedicated to the
development and promotion of the field of project management.
• PMP Certification (Project Mgmt. Professional)
• Project Management Body of Knowledge
• Job listings, publications, web links
• Code of Ethics for Project Management
2-20
•Competent
•Politically sensitive
•Problem and goal oriented
•High self-esteem
•Interests
•Experience
•Availability
•Cost
2-21
President
Program Manager
VP Marketing
VP
Manufacturing
VP
R&D
Manager
Project A
Manager
Project B
8-22
Develop Human Resource Plan
Acquire Team
Develop Team
Manage and Motivate Team
Initiate
Plan
Execute
Monitor
And
Control
Close
2-23
Roles & Responsibilities
Project Org. Chart
Staffing Management Plan
2-24
2-25
2-26
• ___________________
• ___________________
• ___________________
2-27
Resolving Issues
Coordinating Changes
Tracking Team Member Performance
Providing Feedback
2-28
2-29
First State Bank case
 Divide into small groups
 Each group assigned Bob Dixon or Jim Mason
 Read first 2 paragraphs plus section on your assigned
person (5 min.)
 Within your group, develop a set of reasons supporting
why your assigned person (Bob or Jim) should be the
project manager (20 min.)
2-30