Ch03 Project Manager

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Chapter3 Project Manager 1

Ch 3The Project Manager

Project Managers are special peoplewho will ensure project success


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Project Manager Responsible for implementing and completing

the project

Prepare preliminary budget and schedule Select people to serve the project team

Know the client

Ensure that proper facilities are available

Ensure that supplies are available whenneeded

Take care of routine details


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Comparison between Functional andProject Managers Role andResponsibilities


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Functional Manager Project Manager

In charge of 1 functionaldept.(eg;marketing,finance)

Oversee many functionalareas

Specialist in the area theymanage

Generalist-wide b.ground ofexperience and knowledge

Analytically oriented More skills at synthesis

Know some details of eachoperation

Rarely has in depthknowledge of all areas

Responsible for 4W 1H ofeach job/task

Use systems approach

Direct,technical supervisor Facilitator

Know the technology toadvise and solve problems

Facilitate cooperation


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Vice President

Manufacturing

Welding Machining Assembly Painting

Example of Functional Structure


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Example of Project Manager responsibilities

ProjectManager

Finance Engineering Contracts PlanningManufacturing Purchasing


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Task of Synthesis What needs to be done?

When must it be done?

How are resources required to do thejob to be obtained?



Project Mgr Responsibilities Parent organization

Project & client

Members of project team



Responsibilities to Parent

Company Proper conservation of resources

Timely and accurate project communication

Competent management of the project

Keep management informedprojectsstatus, cost, timing and prospects

Running over budget or delay Protect firm from risk

Damage control



Responsibilities to the Project Preserve integrity of the project

Resolve conflicting demands made bymany parties engineering, marketing,manufacturing, administration,purchasing



Responsibilities to Project

Team Members Finite nature of the project

Specialized nature of the team

Concern with future of project people

Transition back to functional units



PM Career Path Participation in small and then larger

project

Give command over small and largeproject

Project engineer, manufacturing

manager, deputy project manager,project manager



Special Demands on the

Project ManagerAcquiring Adequate Resources

Acquiring and Motivating Personnel

Dealing With Obstacles

Making Project Goal Trade-offs

Failure and the Risk and Fear of Failure Breadth of Communication

Negotiation



Acquiring Adequate Resources Human resource, material, machine,

subcontractors, consultants, space,

utilities Resource trade-offs

Human resource skills, pay

Subcontracting cost, delay, control Under and overestimate of resources

Resource acquisition


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Acquiring and Motivating

Personnel Borrowed from functional department

Top producers and high skill

Challenge and variety in project Influence over salary and promotions

Effective team members:

High quality technical skills

Political sensitivity

Strong problem orientation

Strong goal orientation

High self esteem


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Dealing With Obstacles Better planning, fewer crises

Project inception resources

Budget and schedule

Change in technical plans, schedule

Uncertainty surrounding what happensat the end of the project

Open communication with all parties


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Making Project Goal Trade-

offs Trade-offs cost, time, performance

Technical and managerial functions

Project formation no difference inimportance

Build-up stage schedule

Final stage performance Smoothness of running project team

for technical progress


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Failure and the Risk and Fear

of Failure Failure in routine project come in late

or over budget

Failure in new project technicalproblem

Waves of pessimism and optimism


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Breadth of Communication Top management, functional department,

clients, suppliers, authorities, subcontractors

Engineering change management Use of cyber communication tools

PM fully understand projects intent

PM has managed projects that failed

Have support of top management

Build and maintain solid information network

PM must be flexible


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Negotiation Highly skill negotiator


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Selecting the Project Manager Strong technical background

Hard-nosed manager

Mature individual Someone who is currently available

Someone on good terms with seniorexecutives

A person who can keep the project teamshappy

One who has worked is several departments

A person who can walk on the waters


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Credibility Technical credibilityperceived as possessing

sufficient technical knowledge

Reasonable understanding of basetechnologies

Administrative credibility responsibilities toclient and senior management

Trade-offs decisions

Mature judgments, courage


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Leadership and Management

styleInterpersonal influence, exercised in situations

and directed through communication process,

toward the attainment of specified goal orgoals

Capitalize on peoples strengths, cover theirweaknesses, know when to take over

When to punish/reward

When to communicate

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Ch03 Project Manager