Ch. 3 The Project Manager (PM)

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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
FunctionalManager ProjectManager
Approach Analyst Generalist
Style Expert Facilitator
Responsibility Technology Resources Results
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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?

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

• 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. 3.3 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 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 client relations
• Responsibilities to community

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Ch 3.3 Management Style
System Complexity
Technological Uncertainty

• 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
North America Latin America Asia
Tardiness Not acceptable Normal Loss of face
Nepotism Discouraged Normal Discouraged
Integration Mandated Non existent Non existent
Involvement Discouraged Prerequisite Prerequisite
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Ch 3.5 Project Team Neighborhood (Environments)

• Socioeconomic Environment
• Legal Environment
• 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
Domestic Foreign
Litigation High Low
Negotiation Moderate High
Trust Important Essential
Collaboration Catching on The norm
Proprietary technology Legally protected Transferred or protected by PM
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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