Project Management in Practice Mantel, Meredith, Shafer, and Sutton Prepared by Scott M. Shafer Wake Forest University
John Wiley and Sons, Inc. Chapter 2: The Manager, the Organization, and the Team
1
Chapter 2 The Manager, the Organization, and the Team
Chapter 2: The Manager, the Organization, and the Team
2
THE PM’S ROLES
Chapter 2: The Manager, the Organization, and the Team
3
Facilitator Manager-As-Supervisor Versus Manager-
As-Facilitator Systems Approach Versus Analytical Approach – suboptimization
Must ensure project team members have
appropriate knowledge and resources Micromanagement Chapter 2: The Manager, the Organization, and the Team
4
Communicator Figure 2-1 Communication Paths Between a Project’s Parties-At-Interest
Chapter 2: The Manager, the Organization, and the Team
5
Virtual Project Manager Geographically Dispersed Projects Communication Via – email – Web – telephone – video conferencing
“Never let the boss be surprised!” Chapter 2: The Manager, the Organization, and the Team
6
THE PM’S RESPONSIBILITIES TO THE PROJECT
Chapter 2: The Manager, the Organization, and the Team
7
Three Overriding Responsibilities Acquisition of Resources – getting necessary quantity and quality can be key challenge – “irrational optimism” Fighting Fires and Obstacles Leadership and Making Trade-Offs
Chapter 2: The Manager, the Organization, and the Team
8
Negotiation, Conflict Resolution, and Persuasion  Necessary to meet three overriding
responsibilities
Chapter 2: The Manager, the Organization, and the Team
9
SELECTION OF A PROJECT MANAGER
Chapter 2: The Manager, the Organization, and the Team
10
Key Criteria Credibility - The PM is believable – technical credibility – administrative credibility Sensitivity - Politically Astute and Aware of
Interpersonal Conflict Leadership, Style, Ethics - Ability to Direct Project in Ethical Manner Chapter 2: The Manager, the Organization, and the Team
11
Leadership styles matrix 1 Democratic
9 Autocratic
1 Incompetent
9 Competent 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 Project Management Institute – 64,000 members Project Management Body of Knowledge
(PMBOK) 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?” Emphasis on Time-to-Market Need for Specialized Knowledge from a
Variety of Areas Explosive Rate of Technological Change 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 Advantages – Effective and efficient for large projects – Resources available as needed – Broad range of specialists – short lines of communication 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 Advantages – technological depth 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 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 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 Technically Competent Politically Sensitive Problem Orientation
Goal Orientation High Self-Esteem
Chapter 2: The Manager, the Organization, and the Team
25
Matrix Team Problems Weak (Functional) Matrix – PM has no direct reports – Ability to communicate directly with team members important Matrix Projects – Important to maintain good morale – Project Office Chapter 2: The Manager, the Organization, and the Team
26
Intrateam Conflict Life Cycle Phase and Source of Conflict Name-Only Team Interpersonal Conflict
Chapter 2: The Manager, the Organization, and the Team
27
Copyright Copyright 2001John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that named in Section 117 of the United States Copyright Act without the express written consent of the copyright owner is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. Adopters of the textbook are granted permission to make back-up copies for their own use only, to make copies for distribution to students of the course the textbook is used in, and to modify this material to best suit their instructional needs. Under no circumstances can copies be made for resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.
Chapter 2: The Manager, the Organization, and the Team
28