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Copyright 2007 John Wiley & Sons, Inc. 2-1
Chapter 2 The Manager, the Organization, and the Team
Manager-as-Supervisor Versus Manager- as-Facilitator
Systems Approach Versus Analytical Approach• suboptimization
Must ensure project team members have appropriate knowledge and resources
Micromanagement
Copyright 2007 John Wiley & Sons, Inc. 2-2
Communication Paths Between a Project’s Parties-At-Interest
Copyright 2007 John Wiley & Sons, Inc. 2-3
Senior Managem
ent
Project Team
Outside Interested
Party
PMClient
Geographically Dispersed ProjectsCommunication via
• email• web• telephone• video conferencing
Copyright 2007 John Wiley & Sons, Inc. 2-4
“Never let the boss be surprised”
Copyright 2005 John Wiley & Sons, Inc. 2-5
Acquiring Resources• getting necessary quantity and quality
can be key challenge Fighting Fires and Obstacles Leadership and Making Trade-Offs
Copyright 2007 John Wiley & Sons, Inc. 2-6
Negotiation
Conflict Resolution
Persuasion Avoiding “Irrational Optimism”
Copyright 2007 John Wiley & Sons, Inc. 2-7
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
Copyright 2007 John Wiley & Sons, Inc. 2-8
Project Management Institute• More than 240,000 members, in over 160 countries.
Project Management Body of Knowledge (PMBOK)
Project-Oriented Organization
Copyright 2007 John Wiley & Sons, Inc. 2-9
Emphasis on Time-to-MarketNeed for Specialized Knowledge from a Variety of Areas
Explosive Rate of Technological Change
Accountability and Control
Copyright 2007 John Wiley & Sons, Inc. 2-10
Copyright 2007 John Wiley & Sons, Inc. 2-11
MarketingManufacturingR&DHuman Resources
MarketingManufacturingR&DHuman Resources
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
Copyright 2007 John Wiley & Sons, Inc. 2-12
Copyright 2007 John Wiley & Sons, Inc. 2-13
Advantages• technological depth
Drawbacks• lines of communication outside functional department slow
• technological breadth• project rarely given high priority
Copyright 2007 John Wiley & Sons, Inc. 2-14
Copyright 2007 John Wiley & Sons, Inc. 2-15
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
Copyright 2007 John Wiley & Sons, Inc. 2-16
Copyright 2007 John Wiley & Sons, Inc. 2-17
Technically CompetentPolitically SensitiveProblem OrientedGoal OrientedHigh Self-Esteem
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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
Copyright 2007 John Wiley & Sons, Inc. 2-19
Life Cycle Phase Name-Only TeamInterpersonal Conflict
Copyright 2007 John Wiley & Sons, Inc. 2-20
NEXT . . . Some interesting items to examine
(for class and team discussion/use)
Copyright 2005 John Wiley & Sons, Inc. 2-21
Ron Black of the Mentor Group (The Mentor Group • 800-381-8686 • 503-618-8703) provides on his website sample articles, checklists, and worksheets.
Each team should have a copy of the following forms from the “Leading Projects and Change Initiatives” link on his website. (http://www.thementorgroup.com/free-articles-checklists-forms.html )
Items from the “Leading Projects” section.•Project Planning Guide Step-by-Step (optional)•Project Concept Screening Checklist •Project Charter Form•Project Initiation Document •Statement of Work •Information Technology Statement of Work •Preplanning Checklist•Construction Project Planning Checklist•Scope Change Request
