Project Management in Practice

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

Chapter 2
The Manager, the Organization, and the Team

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

THE PMS ROLES

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

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

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Communicator
Figure 2-1 Communication Paths Between a Projects Parties-At-Interest

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

Virtual Project Manager

Geographically Dispersed Projects Communication Via email Web telephone video conferencing Never let the boss be surprised!
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THE PMS RESPONSIBILITIES TO THE PROJECT

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

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

Negotiation, Conflict Resolution, and Persuasion

Necessary to meet three overriding

responsibilities

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

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
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Leadership styles matrix

1 Democratic 1 Incompetent 9 Autocratic

9 Competent
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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
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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
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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
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Intrateam Conflict
Life Cycle Phase and Source of Conflict Name-Only Team

Interpersonal Conflict

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