The following will be discussed in this chapter: The PM’s roles, the PM’s responsibilities to the project, selection of a project manager, project management as a profession, fitting projects into the parent organization, the project team, multidisciplinary teams - balancing pleasure and pain.
ProjectManagementinPractice SixthEdition Chapter2 TheManager,the Organization, andtheTeam Copyrightâ2016JohnWiley&Sons,Inc 1ư1 Introduction • • • Project manager usually selected after project is selected It is job of project manager to make sure that the project is properly planned, implemented, and completed Project manager then recruits qualified people for the project Learning project tools and techniques is easy, succeeding as a project manager is hard 12 The Project Manager’s Roles • Facilitator – Facilitator versus supervisor • – Systems approach • • Must ensure that those working on project have the appropriate knowledge, resources, and time to accomplish their responsibilities Must understand how everything impacts the overall project Communicator – Must communicate effectively with the various stakeholders of the project 13 Communication Paths for a Project Manager Figure 21 14 Different Views of Stakeholders • • Traditional view suggests alternative stakeholders define success and failure differently Others don’t see satisfying alternative stakeholder needs as a zerosum game – • Seek to align the goals of all stakeholders with the purpose of the project If we look for tradeoffs we will find them! – If we look for synergies we may find them too 15 Identifying and Analyzing Stakeholders • • • Expert judgment of PM and project to team helpful in identifying stakeholders Stakeholder register created to maintain key information about stakeholders Stakeholder issue log should also be maintained to catalog issues that arise and how they were resoloved 16 Example PowerInterest Grid (Figure 22) 17 Example Commitment Assessment Matrix (Figure 23) 18 Managing Stakeholder Engagement • • • • Obtaining and confirming stakeholders’ commitment to the project’s success at the appropriate stages in the project Communicating with stakeholders to manage their expectations Proactively addressing stakeholder concerns before they become major issues Resolving issues in a timely fashion once they have been identified 19 Virtual Project Manager • More and more often, project teams are geographically dispersed – – • Often referred to as “virtual projects Much of the communication is conducted via email, through websites, by telephone, or video conferencing To succeed, communication between project manager and project team must be frequent, open, and twoway 110 Functional Project Organization Figure 26 129 Functional Project Advantages • • • Has immediate, direct, and complete contact with the most important technologies it may need Fractional resource problem is minimized Projectitis will be minimal 130 Functional Project Disadvantages • • • Lines of communication outside functional department can be slow Technological breadth can be missing Project rarely given high priority 131 Matrix Project Organization Figure 27 132 Matrix Project 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 tradeoffs across several projects 133 Matrix Project Disadvantages • Violation of the unity of command principle – • • Project workers are often faced with conflicting orders from the PM and the functional manager The organization’s full set of projects must be carefully monitored by the program manager Complexity of managing the organization’s full set of projects intrateam conflict 134 Mixed Organizational Systems Figure 28 135 The Project Management Office and Project Maturity • • Another way of solving some of the problems of choosing an organizational form for projects Parent organization can set up a project management office (PMO) like a functional group – – • It can handle the budgeting, scheduling, reporting, scope, compliance with corporate governance, and risk management activities The functional units supply the technical work The PMO often serves as a repository for project documents and histories 136 The Project Team They must be technically competent Senior members of the project team must be politically sensitive Members of the project team need a strong problem orientation Team members need a strong goal orientation Project workers need high selfesteem 137 Team Development: Tuckman Ladder • • • • Forming Storming Norming Performing 138 Matrix Team Problems • • The smaller the project, the more likely it is to be organized as a weak (functional) matrix As a result: – – – • Project manager may have no direct reports Ability to communicate directly with team members will be critical Important to maintain good morale … since team loyalty may be limited A project “war room” may be helpful 139 Matrix Project Teams and Unusually Difficult to Manage • Such teams are seen by their members to be temporary – • The technical specialists working on the teams are often perfectionists – • • So, the tendency to develop team loyalty is limited Have a strong desire to keep tinkering with a project deliverable that already meets requirements Project teams can cause scope creep High levels of conflict 140 Intrateam Conflicts • • • Matrix projects have lots of conflict Sources of conflict differs when the project is in different stages of its life cycle Four common threads for reducing or preventing these conflicts Careful project planning Participative management Interaction and negotiation between the project manager and the functional manager Communication between the project manager and all project stakeholders 141 Integration Management • Independent and sequential tasks are difficult to optimize at the system level – • Changing to where the tasks are performed concurrently (parallel) solves sequential problem – • Leads to conflicts between the various functional groups Known as concurrent engineering or simultaneous engineering Parallel tasking has been widely used for a great diversity of projects 142 Copyright Copyright © 2016 John Wiley & Sons, Inc All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make backup copies for his/her own use only and not for distribution or 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 herein 143 ... Facilitate the work of the team Help the team succeed Serve as advisor, counselor, confessor, and interested friend 113 The Project Manager’s Responsibilities to the Project • Acquiring resources – –. .. If we look for tradeoffs we will find them! – If we look for synergies we may find them too 15 Identifying and Analyzing Stakeholders • • • Expert judgment of PM and project to team helpful in identifying stakeholders... Assessment Matrix (Figure 23) 18 Managing Stakeholder Engagement • • • • Obtaining and confirming stakeholders’ commitment to the project s success at the appropriate stages in the project Communicating with stakeholders to manage their