Project Management in Practice

1. Project Management in Practice The Manager, the Organization, and the Team

2. Outline: • Selecting the project manager • Roles / responsibilities of a project manager • Project management as a profession • Project Management Institute (PMI) • Meetings • The project team Initiate Plan Execute Monitor And Control Close Stages or Process Groups in the Project Life Cycle

3. Project Manager (PM) When is the PM appointed? Who is the PM responsible to? Who should be appointed as the PM?

4. Roles of a PM • Manager • Facilitator • Communicator

5. PM’s Responsibilities • Doing whatever it takes to get the job done • Acquiring resources • Funds, personnel, other resources • Fighting fires and obstacles • Providing leadership • Making tradeoffs between project goals • Negotiating and persuading • Resolving conflicts

6. Trade-Offs Cost Schedule Schedule Performance Performance Cost

7. Helpful Skills for a PM • Leadership ability • Communication skills • Ability to develop people • Team-building skills • Interpersonal skills • Ability to handle stress • Planning skills • Organizational skills • Problem-solving skills • Administrative skills • Conflict resolution skills • Time management skills

8. Helpful Skills for a PM • Communication • Negotiation • Problem Solving • Influencing • Leadership • Three Characteristics • Knowledge • Performance • Personal

9. Manager As Communicator Communication Paths Between a Project’s Parties-At-Interest Senior Management ProjectTeam Client PM Outside Interested Party

10. Desirable Characteristics of a PM • Strong focus on “finishing the job” • Good at flexibility and adaptability • Willing to make decisions • Credibility is critical (technical & administrative) • Strong sense of ethics • Political and personal sensitivity • Effective leadership skills (can motivate) • Participative style of management • Ability to handle stress

11. How To Develop Good PM Skills • Gain experience on the job • work on project teams, manage small projects, work in different job areas to get breadth of experience • Seek out feedback from others; look for a mentor • Conduct a self-evaluation; learn from mistakes • Interview senior or star project managers • Participate in training programs • Join PMI, Toastmasters, other organizations • Read journals, magazines, books on Project Mgmt. • Volunteer with charities to gain some skills

12. 12 Rules for Project Managers Two researchers conducted many interviews with senior project managers in which they asked a simple question: “What information were you never given as a novice project manager that, in retrospect, could have made your job easier?” The results were summarized into 12 rules for new PMs. Source: J. Pinto and O. Kharbanda, “Lessons for an Accidental Profession,” Business Horizons, March-April 1995.

13. 12 Rules for Project Managers • Understand the problems, opportunities, and expectations of a project manager. • Recognize that project teams will have conflicts, but this is a natural part of group development. • Understand who the stakeholders are and their agendas. • Realize that organizations are very political and use politics to your advantage. • Realize that project management is “leader intensive” but that you must be flexible.

14. 12 Rules for Project Managers • Understand that project success is defined by four components: budget, schedule, performance criteria, and customer satisfaction. • Realize that you must build a cohesive team by being a motivator, coach, cheerleader, peacemaker, and conflict resolver. • Notice that your team will develop attitudes based on the emotions you exhibit—both positive and negative.

15. 12 Rules for Project Managers • Always ask “what-if” questions and avoid becoming comfortable with the status of the project. • Don’t get bogged down in minutiae and lose sight of the purpose of the project. • Manage your time efficiently. • Above all, plan, plan, plan.

16. Meetings The PM attends many meetings, some of which they lead, or manage. Since a PM’s time is valuable, managing meetings efficiently and effectively is a desirable skill. There are many tips that are helpful in becoming an effective meeting manager. Why have a meeting?

17. Project Management As A Profession www.pmi.org

18. Project Management As A Profession

19. Project Management As A Profession

20. Project Management As A Profession Purpose: PMI is a professional organization dedicated to the development and promotion of the field of project management. • PMP Certification (Project Mgmt. Professional) • Project Management Body of Knowledge • Job listings, publications, web links • Code of Ethics for Project Management

21. The Project Team • Competent • Politically sensitive • Problem and goal oriented • High self-esteem • Interests • Experience • Availability • Cost

22. Project Organization Structures

23. The Project Team(4) major activities or processes in human resource management Develop Human Resource Plan Acquire Team Develop Team Manage and Motivate Team Initiate Plan Execute Monitor And Control Close

24. The Project TeamDevelop Human Resource Plan Roles & Responsibilities Project Org. Chart Staffing Management Plan

25. The Project TeamDevelop Human Resource Plan – Some Tools

26. The Project TeamAcquire Team

27. The Project TeamDevelop Team • ___________________ • ___________________ • ___________________

28. The Project TeamManage Team Resolving Issues Coordinating Changes Tracking Team Member Performance Providing Feedback

29. The Project TeamMotivating the Team X-Y

30. PM Selection Exercise First State Bank case • Divide into small groups • Each group assigned Bob Dixon or Jim Mason • Read first 2 paragraphs plus section on your assigned person (5 min.) • Within your group, develop a set of reasons supporting why your assigned person (Bob or Jim) should be the project manager (20 min.)