Chapter 2 The Manager the Organization and the

Chapter 2 The Manager, the Organization, and the Team MEM 612 Project Management

THE PM’S ROLES MEM 612 Project Management

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 MEM 612 Project Management

Communicator Figure 2 -1 Communication Paths Between a Project’s Parties-At-Interest MEM 612 Project Management

Virtual Project Manager • Geographically dispersed projects • Communication via – Email – Web – Telephone – Video conferencing • “Never let the boss be surprised!” MEM 612 Project Management

THE PM’S RESPONSIBILITIES TO THE PROJECT MEM 612 Project Management

Three Overriding Responsibilities • Acquiring resources – Getting necessary quantity and quality can be key challenge – “Irrational optimism” • Fighting fires and obstacles • Leadership and making trade-offs MEM 612 Project Management

Negotiation, Conflict Resolution, and Persuasion • Necessary to meet three overriding responsibilities MEM 612 Project Management

SELECTION OF A PROJECT MANAGER MEM 612 Project Management

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 MEM 612 Project Management

PROJECT MANAGEMENT AS A PROFESSION MEM 612 Project Management

Project Management as a Profession • Project Management Institute – More than 64, 000 members • Project Management Body of Knowledge (PMBOK) • Project-oriented organization MEM 612 Project Management

FITTING PROJECTS IN THE PARENT ORGANIZATION MEM 612 Project Management

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 MEM 612 Project Management

Figure 2 -2 The Pure Project Organization MEM 612 Project Management

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 MEM 612 Project Management

Figure 2 -3 Functional Project Organization MEM 612 Project Management

Functional Project Organization • Advantages – technological depth • Drawbacks – lines of communication outside functional department slow – technological breadth – project rarely given high priority MEM 612 Project Management

Figure 2 -4 Matrix Project Organization MEM 612 Project Management

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 MEM 612 Project Management

Figure 2 -5 Mixed Project Organization MEM 612 Project Management

THE PROJECT TEAM MEM 612 Project Management

Characteristics of Effective Project Team Members • • • Technically competent Politically sensitive Problem orientation Goal orientation High self-esteem MEM 612 Project Management

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 MEM 612 Project Management

Intrateam Conflict • Life cycle phase and source of conflict • Name-only team • Interpersonal conflict MEM 612 Project Management

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