TM 665 Project Planning

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TM 665Project Planning Control Dr. Frank
Joseph Matejcik
6th Session 3/21/05 Chapter 3The Project Manager

• South Dakota School of Mines and Technology,
  Rapid City

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Agenda New Assignment

• Assignment Ch. 3 Ohio hospital IM Inc., page
  164
• Calendar
• M M (Chapter 3 the Project Manager)
• I am not caught up grading tests.

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Tentative Schedule
Chapters Assigned Chapters 17-Jan Holiday
28-Mar Holiday 24-Jan 1 p24 questions
04-Apr 4 31-Jan 2 Prob 3-7 p93
11-Apr 5,6(start) 07-Feb 8prob12, MS
Project18-Apr 6, 7 14-Feb 9 prob 3, 5
25-Apr 11-13 21-Feb Holiday
02-May Final 28-Feb Test 07-Mar Break 1
4-Mar 10 prob 2, 10 21-Mar 3 Ohio hospital
IM Inc., page 164
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Ch. 3 The Project Manager (PM)

• Project management and the PM
• Special demands on the PM
• Selecting the PM
• Cultural differences
• Impact of institutional environment
• Multicultural communications and managerial
  behavior

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Ch. 3.1 Functional and Project Manager Compared
Functional Manager

Project Manager

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Ch. 3.1 Functional and Project Manager Compared
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Ch. 3.1 The Systems Approach
Definition of System
A set of interrelated components that accepts
input and produces output in a purposeful manner
Keyword PURPOSEFUL (involving humans in some way)
The Systems Approach does not only consider the
individual parts that make up the system, but
also the system AS A WHOLE, recognizing that the
system is MORE than the sum of its individual
parts
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Ch 3.1 The PM As a Generalist

• WHAT needs to be done?
• WHEN must it be done?
• HOW are the required resources to be obtained?
• Project manager is responsible for organizing,
  staffing, budgeting, directing, planning, and
  controlling the project.

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Ch 3.1 The PM As a Facilitator

• Separation of project from functional management
  structure of firm (avoid being micromanaged)

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Ch 3.1 Importance of Project Management
Experience

• Experience as a project manager serves to teach
  the importance of
• An organized plan for reaching an objective
• Negotiation with ones co-workers
• Follow through
• Sensitivity to the political realities of
  organizational life
• The career path often starts with participation
  in small projects, and later in larger projects,
  until the person is given control over small,
  then larger projects

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Ch. 3.2 Special Demands on Project Manager

• Acquiring Adequate Resources
• Acquiring and Motivating Personnel
• Dealing with Obstacles
• Making Project Goal Trade-offs
• Failure and the Risk and Fear of Failure
• Breadth of Communications

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Ch. 3.2 Reasons Why Projects Are Under-Budgeted

• Project proposers optimism
• Purposeful underestimates
• Uncertainty of project environment

PM Response Scramble, Elicit aid, Work late,
Wheedle, Threaten, Do whatever necessary!
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Ch 3.2 Acquiring Personnel - Concerns
Concerns by Functional Manager

• PM chooses FMs best workers for project
• Project more glamorous than steady functional
  duties

Concerns by Acquired Team Member

• FM controls evaluation, salary promotion

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Ch. 3.2 Characteristics of Effective Team Members

• High-quality technical skills
• Political sensitivity
• Strong problem orientation
• Strong goal orientation
• High self-esteem

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Ch 3.2 Project Obstacles
At the beginning of Project

• Resource paring by upper management

Towards end of project

• Last minute project changes
• Future careers of team members

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Ch 3.2 Project Goal Trade-offs

• The project manager must make trade offs between
  the project goals of cost, time and performance
• During the design or formation stage of the
  project life cycle, there is no significant
  difference in the importance project managers
  place on the three goals
• Schedule is the primary goal during the build up
  stage, being more important than performance,
  which is in turn significantly more important
  than cost
• During the final stage, phaseout, performance is
  significantly more important than cost

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Ch 3.2 Project Goal Trade-offs

• Relative importance of project objectives for
  each stage of the project life cycle

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Ch 3.2 Risks, Fears, Failure
Type 1 Routine Projects
Type 2 Non-routine Proj.

• Smooth start
• Problems late in Life Cycle
• Not organized to handle unexpected crises

• Planning problems
• Failure to define requirements and specifications
  

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Ch 3.2 Communication Issues

• Liaison to outside world and arbitration of
  internal team problems
• (If necessary) post mortem on failed projects
• Supportive interaction with top management
• Building a solid information network
• Flexibility in resource trade-offs

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Ch 3.2 Communication Issues

• Most of the project managers time is spent
  communicating with the many groups interested in
  the project
• Considerable time must be spent selling,
  reselling, and explaining the project
• Interested parties include
• Top management
• Functional departments
• Clients
• Members of the project team

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Ch 3.2 Communication Issues

• To effectively deal with the demands, a project
  manager must understand and deal with certain
  fundamental issues
• Must understand why the project exists
• Critical to have the support of top management
• Build and maintain a solid information network
• Must be flexible in many ways, with as many
  people, and about as many activities as possible
  throughout the life of the project

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Ch. 3.3 Selecting the PM Desirable
Characteristics

• Strong technical background
• Hard-nosed manager
• Mature
• Currently available
• On good terms with senior executives
• Keeps project team happy
• Experience in several different departments
• Walks on water

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Ch. 3.3 Selecting the PM MOST Desirable
Characteristic
Drive to complete task
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Ch. 3.3 Selecting the PM

• Four major categories of skills that are required
  for the project manager and serve as the key
  criteria for selection
• Credibility
• Sensitivity
• Leadership and management style
• Ability to handle stress

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Ch 3.3 PM Credibility - Technical

• Reasonable understanding of the base technology
• Ability to explain project technology to
  stakeholders
• Accurate interpretation of client needs to
  project team

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Ch 3.3 PM Credibility - Administrative

• To senior managementAffirm that project reports
  are accurate and timely
• To project teamMake sure material, equipment,
  labor are available when needed

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CH. 3.3 PM Sensitivity

• Political
• InterpersonalRecognize and resolve conflicts
  before they erupt
• DetectiveRecognize cover-up of failure by team
  members

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Ch. 3.3 Leadership - Interpersonal
Interpersonal influence, exercised in situations
and directed through the communications process,
towards the attainment of a specific goal or goals

Enthusiasm, optimism, energy, tenacity, courage,
maturity
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Ch 3.3 Leadership Ethical Missteps

• wired bids
• buy-in with intent to amend later on
• kickbacks
• covering for team members
• shortcuts
• substandard material
• compromising safety
• violating standards
• consultant biased

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Ch 3.3 PMI Code of Ethics

• Maintain High Standards of personal and
  professional conduct
• Work Action Items
• Employer and Clients Relations
• Responsibilities to Community

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Ch 3.3 PMI Code of Ethics

• Table 3-2. Code of Ethics for The
  Project Management Profession
• PREAMBLE Project Management Professionals, in
  the pursuit of the profession, affect the quality
  of life for all people in our society.
  Therefore, it is vital that Project Management
  Professionals conduct their work in an ethical
  manner to earn and maintain the confidence of
  team members, colleagues, employees, employers,
  clients and the public.

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Ch 3.3 PMI Code of Ethics

• ARTICLE I Project Management Professionals shall
  maintain high standards of personal and
  professional conduct and
• a. Accept responsibility for their actions.
• b. Undertake projects and accept responsibility
  only if qualified by training or experience, or
  after full disclosure to their employers or
  clients of pertinent qualifications.
• c. Maintain their professional skills at the
  state of art and recognize the importance of
  continued personal development and education.

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Ch 3.3 PMI Code of Ethics

• ARTICLE I Project Management Professionals shall
  maintain high standards of personal and
  professional conduct and
• d. Advance the integrity and prestige of the
  profession by practicing in a dignified manner.
• e. Support this code and encourage colleagues and
  co-workers to act in accordance with this code.
• f. Support the professional society by actively
  participating and encouraging colleagues
  co-workers to participate.
• g. Obey the laws of the country in which work is
  being performed.

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Ch 3.3 PMI Code of Ethics

• ARTICLE II Project Management Professionals
  shall, in their work.
• a. Provide necessary project leadership to
  promote maximum productivity while striving to
  minimize cost.
• b. Apply state of the art project management
  tools techniques to ensure quality, cost and
  time objectives, as set forth in the project
  plan, are met.
• c. Treat fairly all project team members,
  colleagues and co-workers,regardless of race,
  religion, sex, age or national origin.

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Ch 3.3 PMI Code of Ethics

• ARTICLE II Project Management Professionals
  shall, in their work.
• d. Protect project team members from physical and
  mental harm.
• e. Provide suitable working conditions and
  opportunities for project team members.
• f. Seek, accept and offer honest criticism of
  work, and properly credit the contribution of
  others.
• g. Assist project team members, colleagues and
  co-workers in their professional development.

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Ch 3.3 PMI Code of Ethics

• ARTICLE III Project Management Professionals
  shall, in their relations with their employers
  and clients
• a. Act as faithful agents or trustees for their
  employers and clients in professional business
  matters.
• b. Keep information on the business affairs or
  technical processes of an employer or client in
  confidence while employed, and later, until such
  information is properly released.

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Ch 3.3 PMI Code of Ethics

• ARTICLE III Project Management Professionals
  shall, in their relations with their employers
  and clients
• c. Inform their employers, clients, professional
  societies or public agencies of which they are
  members or to which they may make any
  presentations, of any circumstances that could
  lead to a conflict of interest.
• d. Neither give nor accept, directly or
  indirectly, any gift, payment or service of
  more than nominal value to or from those having
  business relationships with their employers or
  clients.

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Ch 3.3 PMI Code of Ethics

• ARTICLE III Project Management Professionals
  shall, in their relations with their employers
  and clients
• e. Be honest and realistic in reporting project
  quality, cost and time.
• ARTICLE IV Project Management Professionals
  shall, in fulfilling their responsibilities to
  the community
• a. Protect the safety, health welfare of the
  public and speak out against abuses in these
  areas affecting the public interest.

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Ch 3.3 PMI Code of Ethics

• ARTICLE IV Project Management Professionals
  shall, in fulfilling their responsibilities to
  the community
• b. Seek and extend public knowledge and
  appreciation of the project management
  profession and its achievements.

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Ch 3.3 Management Style
Technological Uncertainty
System Complexity

• Low tech ? rigid
• Medium tech ? moderately firm
• High tech ? moderately flexible
• Very high tech ? highly flexible

• Assembly ? informal
• System ? formal
• Array ? highly formal

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Ch 3.3 PM Stress Factors

• Lack of consistent set of procedures to manage
  project
• Too much work
• Need for high achievement
• Parent organization in upheaval

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Ch 3.4 Source of Cultural Differences

• Nationality
• Socioeconomic environment
• Type of Industry
• Geographical regions within a country
• Divisions within a corporation

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Ch 3.4 The Four Pillars of Culture

• TechnologyAttitudes toward work, food
  preparation
• InstitutionsReligion, Family, Government
• LanguageConnotative meaning of words
• ArtGlue that holds culture together

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Ch. 3.4 Culture Clashes
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Ch 3.5 Project Team Neighborhood (Environments)

• Socioeconomic Environment
• Legal Environment compadre system patent laws
• Business Cycle Environment
• Technological Environment

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Ch 3.5 Socioeconomic Environment

• Bureaucracymarked increase outside U.S.A.
• Ensuring the Good of the Local Economyno
  exploitation, reinvestment, local safety rules,
  employment preference, local traditions honored
• Discriminationfemale PM or hostile ethnicity
  PM may increase the risk of project failure
  (difficult to use Armenian PM in Turkey)

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Ch 3.5 Legal Environment
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Ch 3.5 Business Cycle Environment

• Cycles between Prosperity and Recession
• Cycle shifted in Timing and Magnitude among
  different nations
• During Recession, nations erect protective trade
  barriers

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Ch. 3.5 Technological Environment

• Local technology is a function of relative cost
  (supply) of the factors of production
• Local technology is modified by local traditions,
  policy and law
• Local technology needs to be integrated into
  overall project technology

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Ch 3.6 Multicultural Communication Problems

• PM does not speak local language ? Learn it!
• Illiterate team members ? no memos
• Local supervisors shun hands-on experience ? PM
  to demonstrate
• High regard for teachers ? local team members
  will not correct PM mistakes
• Team members expect to be asked ? PM not
  voluntarily informed of project status

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Ch 3.6 PM Behavior in Multicultural Environment

• Collegiality (formality of communications)
• Appropriate way of criticism
• Project time horizon (short vs. long term)
• Work ethic
• Project risk taking
• Personal risk taking (kidnapping etc)
• Provide for expatriate needs
• Time has different meanings

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You do not understand the Philippine time.

• In the general election of December 19, 1898, all
  male citizens 20 years old or over, but without
  criminal record were eligible to vote. The
  secret balloting began presided over by two
  prominent citizens as election supervisors and
  three secretaries as poll watchers and
  canvassers. From eight in the morning till after
  lunch, the voters cast votes.A History of
  Negros OccidentalModesto P. Sa-Onoy

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Multicultural Communications Managerial Behavior

• Managerial and Personal Behavior
• In a society with highly structured social
  classes, it is difficult to practice
  participative managementMention VPAA Sy-Sindas
  form
• There is an assumption that the more educated,
  higher-class managers authority will be
  denigrated by using a participative style
• The more structured a countrys social system,
  the less direct managerial communication tends
  to be

Section 3.6
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Summary

• The project manager has responsibilities to the
  organization, the project, and to the project
  team
• There are many career paths available to an
  experienced project manager
• Typically, a project manager faces unique demands
  relating to resources, personnel, communication
  negotiation

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Summary

• Two factors critical to the success of a project
  are top management support and the existence of a
  problem orientation within the team members
• Compared to a functional manager, a project
  manager is a generalist rather than a specialist,
  a synthesizer rather than an analyst, and a
  facilitator rather than a supervisor

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Summary

• There are common characteristics of effective
  project team members technical skills, political
  sensitivity, problem orientation, and high self
  esteem
• The best person to select as the project manager
  is the one who will get the job done
• Valuable skills for the project manager are
  credibility, political sensitivity, and
  leadership

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Summary

• Cultural elements refer to the way of life for
  any group of people including technology,
  institutions, language, and art
• The project environment includes economic,
  political, legal, and sociotechnical aspects
• Cultural issues include a groups perception of
  time manner of staffing projects
• Language is a particularly critical aspect of
  culture for the project

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