Project Management in Practice

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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

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Chapter 2 The Manager, the Organization, and the Team

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THE PM’S ROLES

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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

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Communicator Figure 2-1 Communication Paths Between a Project’s Parties-At-Interest

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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

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THE PM’S RESPONSIBILITIES TO THE PROJECT

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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

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Negotiation, Conflict Resolution, and Persuasion  Necessary to meet three overriding

responsibilities

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SELECTION OF A PROJECT MANAGER

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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

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Leadership styles matrix 1 Democratic

9 Autocratic

1 Incompetent

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

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PROJECT MANAGEMENT AS A PROFESSION

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Project Management as a Profession  Project Management Institute – 64,000 members  Project Management Body of Knowledge

(PMBOK)  Project-Oriented Organization

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FITTING PROJECTS IN THE PARENT ORGANIZATION

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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

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Figure 2-2 The Pure Project Organization

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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

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Figure 2-3 Functional Project Organization

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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

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Figure 2-4 Matrix Project Organization

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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

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Figure 2-5 Mixed Project Organization

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THE PROJECT TEAM

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Characteristics of Effective Project Team Members  Technically Competent  Politically Sensitive  Problem Orientation

 Goal Orientation  High Self-Esteem

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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

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Intrateam Conflict  Life Cycle Phase and Source of Conflict  Name-Only Team  Interpersonal Conflict

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Copyright Copyright 2001John 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.

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