LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA

MODULE COLLEGE OF BUSINESS ADMINISTRATION

University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 1 of 31

3 The Project Manager

INTRODUCTION

This module was designed and written to guide you to discuss the qualification of
the project manager. Its role and responsibilities to both the organization and the project
team. It also discusses the Project Management Career Paths, Importance of Project
Management Experience, Special Demands on the Project Manager, Selecting the Project
Manager, Leadership and Management Style, Impact of Institutional Environments, and
Multicultural Communications and Managerial Behavior.

Learning Targets
After finishing this module you are expected to:

1. Describe the role of Project Manager (PM) in the

organization and responsibilities to both the
organization and the project team.
2. Name and briefly discuss the unique demands of
the project manager.
3. Discuss some important points concerning the impact
of culture on project management.
4. Determine the leadership and management style of PM.
5. Differentiate the functional manager with the project
manager.
6. Describe some of the project environment.
7. Describe the most common characteristics of
effective project team members.
8. Site some issues on multicultural communications
and managerial behavior
 LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA
MODULE COLLEGE OF BUSINESS ADMINISTRATION
University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 2 of 31

Directions: Read and understand the following and answer the question below.

Read Sec. 3.1 & 3.2, Chapter 3

Sec. 3.1 & 3.2, Chapter 3 – Project Management and the Project Manager and Special
Demands on the Project Manager (PM). These sections discuss the difference between
Functional Manager and Project Manager, the responsibilities of a PM, and a number of
special demands on the PM.

Reading/s: Sec. 3.1 & 3.2, Chapter 3 –. Pages 109 – 126, Project Management, A Managerial Approach, .,
7th Edition, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ, 2009, Meredith, Jack R., Mantel Jr.,
Samuel J,

Answer the Following Questions:

1. Differentiate functional manager with project manager.

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2. What are the responsibilities of a Project Manager to the parent organization, to the client,
and to the project team members?
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3 What are the unique demands on the project manager that are critical to the management of
projects?
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 LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA
MODULE COLLEGE OF BUSINESS ADMINISTRATION
University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 3 of 31
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A. Directions: Read Sec. 3.3 Chapter 3 on page 127 and answer the following questions.

Read Sec. 3.3 Chapter 3

Sec. 3.3 Chapter 3 – Selecting the Project Manager. This section describes some of the most
popular attributes, skills, and qualities that have sought in the project manager.

Reading/s: Sec. 3.3 Chapter 3 – Selecting the Project Manager, Pages 127 – 129, Project Management, A
Managerial Approach, ., 7th Edition, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ, 2009, Meredith,
Jack R., Mantel Jr., Samuel J.

1. Name the categories of skills that should be considered in the selection of project manager.
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2. What is the most important selection characteristics desirable of a project manager?

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 LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA
MODULE COLLEGE OF BUSINESS ADMINISTRATION
University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 4 of 31
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3. What are the four major categories of skills that are required of the PM and serve as the
key criteria for selection, given that the candidate has a powerful bias toward task
completion?
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Explain

Let us continue our discussion about the project

manager. In this part, we will take a look at the
problems faced by the project manager and the
impact of the environment on the project. Our
aim is to determine how the socioeconomic,
legal, business cycle, and technological
environments may impact projects, the structure
and style of communications, and the managerial
and personal behavior.
Read Sec. 3.4, 3.5 & 3.6, Chapter 3

Sec. 3.4, 3.5 & 3.6, Chapter 3– Problems of Cultural Differences, Impact of Institutional
Environments, and Multicultural Communications and Managerial Behavior. These sections
discuss the important inputs to PPP before granting approval to the project, the purposes it
serves, and the content of project proposals.

Reading/s: Sec. 3.4, 3.5 & 3.6, Chapter 3– Problems of Cultural Differences, Impact of Institutional
Environments, and Multicultural Communications and Managerial Behavior, Pages 130 - 143, Project
Management, A Managerial Approach, ., 7th Edition, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ,
2009, Meredith, Jack R., Mantel Jr., Samuel J.
 LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA
MODULE COLLEGE OF BUSINESS ADMINISTRATION
University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 5 of 31

A. Guided Practice
Directions: After reading Sec. 3.4, 3.5 & 3.6, Chapter 3 kindly answers the following.

1. Describe each of the four elements of culture.

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2. Identify some important types of project environments.

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3. Contrast culture, micro-culture, and multi-culture.

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 LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA
MODULE COLLEGE OF BUSINESS ADMINISTRATION
University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 6 of 31
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4. In what ways is language crucial in project management?

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5. Identify the five multicultural factors requiring special consideration.

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Note: The evaluation/assessment will be posted/published in the Google Classroom.

Thank you!
Reference: Project Management, A Managerial Approach, ., 7th Edition, John Wiley &
Sons, Inc., 111 River Street, Hoboken, NJ, 2009, Meredith, Jack R., Mantel Jr., Samuel J.

CONTINUING INTEGRATIVE CLASS PROJECT

The task for the class now is to select a project manager. But heed the advice given in the
chapter that the best PM is the one “who can get the job done,” not the one who is just
“available.” This is a particularly dangerous pitfall for a class project where everyone is busy
 LEARNING PAMANTASAN NG LUNGSOD NG MUNTINLUPA
MODULE COLLEGE OF BUSINESS ADMINISTRATION
University Road, Poblacion, Muntinlupa City
QR/CBA/0__ Course Title: PROJECT MANAGEMENT
Issue No. 0 Revision No. 0 Effectivity Date 7 September 2020 Page No. 7 of 31
and no one had expected to be called upon to lead a major project. And resist the temptation
of naming two people as co-PMs—that rarely works unless these people have a history of
working well together in previous projects. With two PMs, no one knows who is responsible
for what and tasks may fall through the cracks. In theory, the work of the PM should be no
more, and possibly less, than the other members of the class, especially if the project is well
organized and well run. The main responsibilities of the PM (and perhaps in concert with
sub-team heads) are to organize the project, schedule the tasks, and stay on top of progress.
However, if problems, or maybe personality feuds, crop up, the PM may find these are taking
a lot more time than was expected. When a PM is finally selected, it is important for the
class, and especially any sub-team heads, if such exist, to give full allegiance to the PM in
getting the work done and upholding the workload they agreed to handle. Bear in mind also
that there will probably be one or more people in the class who will need to do more than
their fair share of the work because of unexpected problems that crop up during the term.