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    Cpe 520 - Chapter 2 - Manager and Team Organization

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    SyafiyatulMunawarah
    The document defines the roles and responsibilities of a project manager. It discusses that a project manager is responsible for leading project planning, development of deliverables, managing budget and schedule, and overseeing key project management areas like scope, risk, and quality management. A project manager acts as a facilitator, communicator, and politician to resolve issues, communicate effectively with stakeholders, and negotiate resources. Key responsibilities also include scope, schedule, cost, quality, people, risk and procurement management. Soft skills like leadership, team building, problem solving, and dealing with conflicts are essential. The job outlook for project managers is positive with increasing demand and salaries ranging from $25,000-$80,000 depending on experience and industry.

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    Cpe 520 - Chapter 2 - Manager and Team Organization

    Uploaded by

    SyafiyatulMunawarah
    88 views30 pages
    The document defines the roles and responsibilities of a project manager. It discusses that a project manager is responsible for leading project planning, development of deliverables, managing budget and schedule, and overseeing key project management areas like scope, risk, and quality management. A project manager acts as a facilitator, communicator, and politician to resolve issues, communicate effectively with stakeholders, and negotiate resources. Key responsibilities also include scope, schedule, cost, quality, people, risk and procurement management. Soft skills like leadership, team building, problem solving, and dealing with conflicts are essential. The job outlook for project managers is positive with increasing demand and salaries ranging from $25,000-$80,000 depending on experience and industry.

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    CPE 520 - CHAPTER 2 - MANAGER AND TEAM ORGANIZATION

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    The document defines the roles and responsibilities of a project manager. It discusses that a project manager is responsible for leading project planning, development of deliverables, managing budget and schedule, and overseeing key project management areas like scope, risk, and quality management. A project manager acts as a facilitator, communicator, and politician to resolve issues, communicate effectively with stakeholders, and negotiate resources. Key responsibilities also include scope, schedule, cost, quality, people, risk and procurement management. Soft skills like leadership, team building, problem solving, and dealing with conflicts are essential. The job outlook for project managers is positive with increasing demand and salaries ranging from $25,000-$80,000 depending on experience and industry.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    88 views30 pages

    Cpe 520 - Chapter 2 - Manager and Team Organization

    Uploaded by

    SyafiyatulMunawarah
    The document defines the roles and responsibilities of a project manager. It discusses that a project manager is responsible for leading project planning, development of deliverables, managing budget and schedule, and overseeing key project management areas like scope, risk, and quality management. A project manager acts as a facilitator, communicator, and politician to resolve issues, communicate effectively with stakeholders, and negotiate resources. Key responsibilities also include scope, schedule, cost, quality, people, risk and procurement management. Soft skills like leadership, team building, problem solving, and dealing with conflicts are essential. The job outlook for project managers is positive with increasing demand and salaries ranging from $25,000-$80,000 depending on experience and industry.

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    Chapter 2:

    MANAGER & TEAM


    ORGANIZATION
    Definitions of Project Manager

    The person with authority to manage a project. This


    includes leading the planning and the development
    of all project deliverables. The project manager is
    responsible for managing the budget and work plan
    and all Project Management procedures such as;
    • Scope Management,
    • Issues Management,
    • Risk Management, etc.
    Project Manager (PM)

    • Prime job of a PM:

    To make sure that project is


    properly planned, implemented
    and completed!!!
    Functional vs. Project Managers

    Functional Manager Project Manager


    • Expert in functional area • May not be expert in any area
    • Full authority over employees • May have limited authority
    over employees
    • Competes for resources with • Competes for resources with
    other functional dept. other projects
    • Knows subordinates very well • May not have known
    subordinates very long
    • Functional environment is • Project environment is
    fairly stable & people are temporary & people expect
    comfortable in their jobs changes
    • Applies Analytical Approach to • Applies System Approach to
    understanding and solving understand and solving
    problems problems
    THE PM’S ROLE

    ► Facilitator
    ▪ Ensures that all resources and work needed
    are available and that any problems are
    resolve.
    ▪ Manage conflicts
    ▪ System Approach : Understand the influences
    and the impacts of each subtasks to the
    project and its deliverables.
    ▪ Micromanagement : Unfortunate condition
    where the program manager closely supervises
    and second guesses every decision the PM
    makes.
    ► Communicator
    ▪ must effectively communicate with
    senior management, client, project
    team, and other participants (vendors,
    dept. managers, etc.) as needed (which
    is frequently).
    ▪ Communication Path, (Mantel, 2011).
    ► Politician
    ▪ Knows how to “get things done”,how to
    “work the system”, how to get people to
    cooperate, how to influence others.

    ▪ Negotiator
    ▪ Skilled at getting what is needed for the
    project to succeed: negotiate with senior
    mgmt. for more resources, negotiate with
    functional manager to get a particular
    project team member or to use a
    functional resource, negotiate with
    vendor for shorter lead time, negotiate
    with client about project goal changes
    What does a PM do?
    What does a PM do? (cont.)

    Project Project
    Integration Procurement

    Risk
    Scope
    Management
    Management

    People
    Schedule
    Management
    Management
    Cost Quality
    Management Management
    Project Integration

    • At the beginning of a project, it’s important to develop a solid


    understanding of the project’s goals, and how the various elements will
    fit together for a successful outcome.

    • Project manager has to perform project analysis and develop a


    comprehensive
    Project Initiation Document, critical and high-level document, which covers
    the basic project needs and outcomes, so that everyone can understand
    the project’s goals.

    Scope Management
    • Projects have a nasty habit of expanding as they go along, making it
    impossible to hit deadlines. To control this “expansion”, it’s essential to
    define the scope at the very start of your project based, and then manage
    it closely against this signed-off definition.

    • For example, in case that a client wants to change the scope


    during project development because of some new functionality,
    project manager has to re-negotiate terms and conditions, and
    prepare new documentation for signing.
    Schedule Management

    • A project’s scope can easily grow, and so can the time needed to
    complete it.
    • For a project to be completed successfully, despite all of the unknowns,
    it’s important to clearly define the sequence of activities, estimate the
    time needed for each one, and build in sufficient contingency time to allow
    for the unexpected.
    • Project can be very complex, particularly when different people do different
    things and their work output becomes the input for another piece of work.
    That’s why it’s necessary to monitor every activity, just as much as the
    whole project.
    Cost Management
    • To determine what a project will cost, project manager must be
    systematic with the estimation, budgeting, and controlling.

    • Many project decisions will have an impact on cost. Therefore, it’s


    important to understand what’s driving the costs and develop a system
    • for monitoring
    Managing the finances
    project project’s requires
    financial many
    performance.
    tools and strategies, and it’s
    very important to set up a reliable control system to keep track of the
    costs and required changes.
    Quality Management

    • Projects must be delivered not only on time and on budget, but also in
    according to specification (this is what “quality” means in project
    management).
    • It’s a project manager’s responsibility to ensure that project outcomes, at
    every stage of the project, are consistent with client’s needs. Never waste
    precious time and resources trying to achieve an inappropriate level of
    quality.
    People Management
    • The people on the project team can make or break the final outcome.
    Getting the right mix of interpersonal and political skills is just as important
    as the right technical skills.
    • PM must keep the project team on track and working productively, also be
    prepared to help people through the Forming, Storming, Norming and
    Performing stages that so many teams go through.
    Risk Management
    • Project managers must understand which of the risks could significantly
    impact their plans.

    • An Impact / Probability Chart is a good way to deal with this. Always be


    prepared, so develop a plan for monitoring and controlling the major risks
    involved in the project. Using Risk Analysis, develop options to reduce risks,
    prepare Contingency Plans, and decide who is responsible for which parts of
    risk response.
    Project Procurement
    • Generally, cooperation with external suppliers has a large influence on
    project costs.
    • Suppliers also affect whether the project will deliver on time and
    according to specification.
    • Never rushes with the decision, and makes sure to select the best
    supplier.
    PM’s Essential Soft
    Skills
    PM’s Responsibilities
    To
    THE PROJECT
    Acquiring resources
    •
    – Funds, personnel, other resources
    • Fighting fires and obstacles
    • Providing leadership
    • Making trade-offs between goals and project
    •
    Negotiating and persuading
    •
    Resolving conflicts
    Top 10 Qualities of an
    Effective Project
    Manager
    1. Inspires a Shared Vision
    2. Good Communicator
    3. Possess High Integrity
    4. Possess High Enthusiasm
    5. Empathy
    6. Competent
    7. Ability to Delegate Tasks
    8. Cool Under Pressure
    9. Possess Team-building Skills
    10. Possess Problem Solving Skills
    PM as a profession

    ► Background & Qualifications:


    ▪ At least 4-5 years of Work Experience
    ▪ Management Degrees / Related Training or Coursework
    ▪ Leadership / Team handling Experience

    ► Certifications:
    ▪ PMP certification offered by Project Management
    Institute
    ▪ Certification Programs offered by International Institute
    of Learning
    Job Outlook

    • Faster than average growth through 2014


    • Money, money, money
    • Salaries depends on experience, the industry, the
    country and the size and type of project.
    • Earnings are usually between £25,000 and £50,000 a
    year
    • Top salaries can reach £80,000 or more
    • Freelance project managers may be paid around £300
    to £400 a
    • day
    Challenges

    • Management of team dynamics

    • Management of client relationships

    • Long working hours

    • High stress work environment


    ? ? ? ? ?
    • Ethical dilemmas
    EXAM PLES
    • Impact on personal life
    Conclusion

    • High level of responsibility


    • Key position within the organization
    • Job outlook – positive
    • Time, resource, people, and client
    management skills necessary
    •
    Technology skills necessary
    •
    Better salary for meeting bigger challenges
    Project Team Members

    • Characteristics of effective team members:


    – High quality technical skills
    – Political sensitivity
    – Strong problem orientation
    – Strong goal orientation
    – High self-esteem
    Human Factors and the Project Team

    • Inspiring Project Team Members:


    – The project manager often has little control over the economic
    rewards and promotions of project team members, but this
    does not mean he/she cannot facilitate motivation of team
    – How are technical employees motivated?
    • Recognition
    • Achievement The
    • work itself
    •
    Responsibility
    •
    Advancement
    •
    Learning new skills
    Interpersonal Conflict

    Conflict and the Project Manager


    - Most of the conflict on project teams is the result of
    individuals focusing on the project through the eyes of
    their individual discipline or department
    - Conflict avoiders do not make successful project managers
    - On occasion, compromise appears to be helpful, but most
    often, gently confronting and resolving the conflict is the
    method of choice, for a WIN-WIN situation.

    © 2006 John Wiley and Sons, Inc.


    Interpersonal Conflict
    • The focus of conflict can often be related to the stage in
    the project’s life cycle
    - When the project is first organized, priorities, procedures
    and schedules all have roughly equal potential to cause
    conflict
    - During the buildup phase, priorities become significantly
    important than any other conflict factor
    more
    - In the main program phase schedules are the most
    cause of conflict followed by technical
    important
    disagreements

    - At the project finish, meeting the schedule is the critical


    issue © 2006 John Wiley and Sons, Inc.
    Interpersonal conflict

    ► The focus of conflict can often be related to the stage in the


    project’s life cycle:

    ▪ When the project is first organized, priorities, procedures and


    schedules all have roughly equal potential to cause conflict
    ▪ During the buildup phase, priorities become significantly more
    important than any other conflict factor
    ▪ In the main program phase schedules are the most important cause
    of conflict followed by technical disagreements
    ▪ At the project finish, meeting the schedule is the critical issue.
    Class assignment

    ► Please read Project Management; In Practice book by


    Meredith/Shafer/Mantel/Sutton, 5th. Edition or page (65 –
    77) from book Project Management; The managerial
    Process (Eric W. Larson, Clifford F. Gray), 5th.Edition.
    Differentiate by discussing the concept, advantages and
    disadvantages of three types of project management
    structure. (Functional organization structure, dedicated
    team organization structure and matrix organization
    structure).
    ► Prepare a case study on communication problem that lead
    to project failure/accidents/incidents. Discuss on the
    responsibility of the PM in that case.
    FAILING TO PLAN IS
    PLANNING TO FAIL

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