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The Manager, the Organization, and the Team

The Manager, the Organization, and the Team. THE PM’S ROLES. Facilitator. Manager-As-Supervisor Versus Manager-As-Facilitator Systems Approach Versus Analytical Approach suboptimization Must ensure project team members have appropriate knowledge and resources Micromanagement. Communicator.

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The Manager, the Organization, and the Team

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  1. The Manager, the Organization, and the Team

  2. THE PM’S ROLES

  3. Facilitator • Manager-As-Supervisor Versus Manager-As-Facilitator • Systems Approach Versus Analytical Approach • suboptimization • Must ensure project team members have appropriate knowledge and resources • Micromanagement

  4. Communicator Figure 2-1 Communication Paths Between a Project’s Parties-At-Interest

  5. Virtual Project Manager • Geographically Dispersed Projects • Communication Via • email • Web • telephone • video conferencing • “Never let the boss be surprised!”

  6. THE PM’S RESPONSIBILITIES TO THE PROJECT

  7. Three Overriding Responsibilities • Acquiring Resources • getting necessary quantity and quality can be key challenge • “irrational optimism” • Fighting Fires and Obstacles • Leadership and Making Trade-Offs

  8. Negotiation, Conflict Resolution, and Persuasion • Necessary to meet three overriding responsibilities

  9. SELECTION OF A PROJECT MANAGER

  10. Key Criteria • 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

  11. FITTING PROJECTS IN THE PARENT ORGANIZATION

  12. More on “Why Projects?” • Emphasis on Time-to-Market • Need for Specialized Knowledge from a Variety of Areas • Explosive Rate of Technological Change • Accountability and Control

  13. Project Organization Continuum Project Matrix Functional Matrix Functional Org. Matrix Balanced Project Org. Functional Mgrs. have most if not all authority Project Mgrs. have most if not all authority

  14. Figure 2-2 The Pure Project Organization

  15. The Pure Project Organization • 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

  16. Figure 2-3 Functional Project Organization

  17. Functional Project Organization • Advantages • technological depth • Fractional resource issue is minimized • Drawbacks • lines of communication outside functional department slow • technological breadth • project rarely given high priority

  18. Figure 2-4 Matrix Project Organization

  19. Matrix Project Organization • 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

  20. Figure 2-5 Mixed Project Organization

  21. THE PROJECT TEAM

  22. Characteristics of Effective Project Team Members • Technically Competent • Politically Sensitive • Problem Orientation • Goal Orientation • High Self-Esteem

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