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Ch 3 The Project Manager “Project Managers are special people who will ensure project success” Chapter3 Project Manager 1 Project Manager Responsible for implementing and completing the project Prepare preliminary budget and schedule Select people to serve the project team Know the client Ensure that proper facilities are available Ensure that supplies are available when needed Take care of routine details Chapter3 Project Manager 2 Comparison between Functional and Project Manager’s Role and Responsibilities Chapter3 Project Manager 3 Functional Manager Project Manager In charge of 1 functional dept.(eg;marketing,finance) Oversee many functional areas Specialist in the area they manage Generalist-wide b.ground of experience and knowledge Analytically oriented More skills at synthesis Know some details of each operation Rarely has in depth knowledge of all areas Responsible for 4W 1H of each job/task Use systems approach Direct,technical supervisor Facilitator Know the technology to advise and solve problems Facilitate cooperation Chapter3 Project Manager 4 Vice President Manufacturing Welding Machining Assembly Painting Example of Functional Structure Chapter3 Project Manager 5 Project Manager Finance Engineering Contracts Manufacturing Planning Purchasing Example of Project Manager responsibilities Chapter3 Project Manager 6 Task of Synthesis What needs to be done? When must it be done? How are resources required to do the job to be obtained? Chapter3 Project Manager 7 Project Mgr Responsibilities Parent organization Project & client Members of project team Chapter3 Project Manager 8 Responsibilities to Parent Company Proper conservation of resources Timely and accurate project communication Competent management of the project Keep management informed – project’s status, cost, timing and prospects Running over budget or delay Protect firm from risk Damage control Chapter3 Project Manager 9 Responsibilities to the Project Preserve integrity of the project Resolve conflicting demands made by many parties – engineering, marketing, manufacturing, administration, purchasing Chapter3 Project Manager 10 Responsibilities to Project Team Members Finite nature of the project Specialized nature of the team Concern with future of project people Transition back to functional units Chapter3 Project Manager 11 PM Career Path Participation in small and then larger project Give command over small and large project Project engineer, manufacturing manager, deputy project manager, project manager Chapter3 Project Manager 12 Special Demands on the 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 Communication Negotiation Chapter3 Project Manager 13 Acquiring Adequate Resources Human resource, material, machine, subcontractors, consultants, space, utilities Resource trade-offs Human resource – skills, pay Subcontracting – cost, delay, control Under and overestimate of resources Resource acquisition Chapter3 Project Manager 14 Acquiring and Motivating Personnel “Borrowed” from functional department Top producers and high skill Challenge and variety in project Influence over salary and promotions Effective team members: High quality technical skills Political sensitivity Strong problem orientation Strong goal orientation High self esteem Chapter3 Project Manager 15 Dealing With Obstacles Better planning, fewer crises Project inception – resources Budget and schedule Change in technical plans, schedule Uncertainty surrounding what happens at the end of the project Open communication with all parties Chapter3 Project Manager 16 Making Project Goal Trade-offs Trade-offs – cost, time, performance Technical and managerial functions Project formation – no difference in importance Build-up stage – schedule Final stage – performance Smoothness of running project team for technical progress Chapter3 Project Manager 17 Failure and the Risk and Fear of Failure Failure in routine project – come in late or over budget Failure in new project – technical problem Waves of pessimism and optimism Chapter3 Project Manager 18 Breadth of Communication Top management, functional department, clients, suppliers, authorities, subcontractors Engineering change management Use of cyber communication tools PM fully understand project’s intent PM has managed projects that failed Have support of top management Build and maintain solid information network PM must be flexible Chapter3 Project Manager 19 Negotiation Highly skill negotiator Chapter3 Project Manager 20 Selecting the Project Manager Strong technical background Hard-nosed manager Mature individual Someone who is currently available Someone on good terms with senior executives A person who can keep the project teams happy One who has worked is several departments A person who can walk on the waters Chapter3 Project Manager 21 Credibility Technical credibility –perceived as possessing sufficient technical knowledge Reasonable understanding of base technologies Administrative credibility – responsibilities to client and senior management Trade-offs decisions Mature judgments, courage Chapter3 Project Manager 22 Sensitivity Political sensitivity Sense inter-personal conflict Persuade people to cooperate Sense any failure Chapter3 Project Manager 23 Leadership and Management style “Interpersonal influence, exercised in situations and directed through communication process, toward the attainment of specified goal or goals” Capitalize on people’s strengths, cover their weaknesses, know when to take over When to punish/reward When to communicate Chapter3 Project Manager 24