CHAPTER 5: MANAGEMENT  Giving proper criticism as well as

FUNCTIONS credit

CONTROLLING - is a three-step process  Giving honest appraisals

of measuring progress toward an objective,
evaluating what  remains to be done, and
taking the necessary corrective action to
achieve or exceed the objectives.
THREE STEPS OF CONTROLLING
 Measuring
 Evaluating
 Correcting
DIRECTING - is the implementing and
carrying out (through others) of those
approved plans that are necessary to achieve
or exceed objectives.
Directing involves such steps
 Providing a good working
atmosphere
 Developing a team attitude
PROJECT AUTHORITY
 Defined as the legal or rightful
power to command, act, or direct the
activities of others.
 Provides the way of thinking
required to unify all organizational
activities toward accomplishment of
the project regardless of where they
are located

 Staffing  The project manager has the

authority to determine the “when”
 Training and “what” of the project activities,
whereas the functional manager has
 Supervising the authority to determine “how the
support will be given.”
 Delegating
RESPONSIBILITY
 Motivating
ASSIGNMENT MATRIX OR
 Counseling LINEAR RESPONSIBILITY
CHART
 Coordinating
 Identify the participants, and to what
There are several ways of motivating project degree an activity will be performed
personnel. Some effective ways include: or a decision will be made.
 Giving assignments that provide  Attempts to clarify the authority
challenges relationships that can exist when
 Clearly defining performance functional units share common work.
expectations
 INTERPERSONAL
INFLUENCES
Five Interpersonal Influences
 Legitimate power
 Reward power
 Penalty power
 Expert power
 Referent power
BARRIERS TO PROJECT TEAM
DEVELOPMENT
The following barriers:
 Differing outlooks, priorities, and
interests
 Role conflicts
 Project objectives/outcomes not clear
 Dynamic project environments
 Competition over team leadership
 Lack of team definition and structure
 Team personnel selection
 Credibility of project leader
 Lack of team member commitment
 Communication problems
 Lack of senior management support
LEADERSHIP IN A PROJECT
ENVIRONMENT
 Leadership can be defined as a style
of behavior designed to integrate both
the organizational requirements and
one’s personal interests into the
pursuit of some objective.
The three elements of leadership
 The person leading
 The people being led
 The situation
ORGANIZATIONAL IMPACT
The following four categories
show this management emphasis
resulting for both good and poor
project management:
 Management Problem-Solving
 Organizational Order
 Performance of People
 Performance of the Project
Manager
Two (2) most common manager problems
involve:
 Personal values – often
attributed to the “changing of the
guard”
 Conflicts – exists at the project
functional interface regardless of
how hard we attempt to structure
the work
MANAGEMENT PITFALLS
Common types of Management Pitfalls
1. lack of self-control
2. activity traps COMMUNICATION
MANAGEMENT
3. managing versus doing
 Defined as the formal or informal
4. people versus task skills
process of conducting or
5. ineffective communications supervising the exchange of
information either upward,
6. time management downward, laterally or
diagonally.
7. management bottlenecks
PROJECT REVIEW
COMMUNICATIONS
MEETING
- Effective project communication
3 types of review meetings
ensure that we get the right
information to the right person at the 1. Project team review meetings –
right time and in a cost effective weekly, bimonthly, or monthly
manner. meeting
TYPICAL DEFINITIONS OF 2. Executive management review
EFFECTIVE meeting – monthly status review
COMMUNICATION: meeting
1. An exchange of information 3. Customer project review meetings –
inflexibility scheduled
2. An act or instance of transmitting
information COMMUNICATION TRAPS
3. A verbal or written message  Communication traps occur most
frequently with customer –
4. A technique for expressing ideas
contractor relationships
effectively

5. A process by which meanings are  Communication traps also occur

exchanged between individuals
through a common system of
symbols.
SCREENS OR BARRIERS OF
COMMUNICATION
 Perception barriers
 Personality and interest
 Attitudes, emotions, and
prejudices
between the project office and line
managers
CHAPTER 6: TIME
MANAGEMENT AND STRESS
TIME MANAGEMENT
 Organizing your time intelligently,
so that you use it more effectively.
The benefits of good time
management include greater
 productivity, less stress, and more
opportunities to do the things that
matter
UNDERSTANDING TIME
MANAGEMENT
For most people, time is a resource
that, when lost or misplaced, is gone
forever. For a project manager,
however, time is more of a
constraint, and effective time
management principles must be
employed to make it a resource
TIME ROBBERS
A “time robber” is something which keeps
us from doing other things which have more
value or importance to us.
 There are numerous time robbers in
the project management
environment. These include:
 Day-to-day administration
 Too many people in a small area
 Lack of sufficient clerical support
 Lack of employee discipline
 Late appointments
 Too many meetings
 Impromptu tasks
EFFECTIVE TIME MANAGEMENT
There are several techniques that project
managers can practice in order to make
better use of their time:
● Delegate.
● Follow the schedule.
● Decide fast.
● Decide who should attend.
● Learn to say no.
● Start now.
● Do the tough part first.
● Travel light.
STRESS AND BURNOUT
Being tired- is a result of being drained of
strength and energy, perhaps through
physical exertion, boredom or impatience.
Feeling depressed- is an emotional
condition usually characterized by
discouragement or a feeling of inadequacy.
Being physically and emotionally
exhausted- project managers are both
managers and doer’s most common cause of
emotional exhaustion is report writing and
preparation handouts for interchange
meetings.
Burned out- being burned out is more than
just a feeling, it is a condition. Being burned
out implies that one is totally exhausted,
both physically and emotionally, and that
rest, recuperation, or vacation time may not
remedy the situation.
Being unhappy- there are several factors
that produce unhappiness in project
management such factors include highly
optimistic planning, unreasonable
expectations by management. A major
source of unhappiness is the frustration
caused by having limited authority that is
not commensurate with the assigned
responsibility.
Feeling trapped- the most common
situation where project managers feel
trapped is when they have no control over
the assigned resources on the project and
feel as though they are at the mercy of the
line manager. Providing the project manager
some type of direct reward power can
remedy the situation.
Feeling worthless- implies that one is
without worth or merit. That is valueless.
This situation occurs when project managers
feel that they are managing projects beneath
their dignity. Most project managers look
forward to the death of their project right
from the onset, and expect their next project
to be more important.
Feeling resentful and disillusioned about
people- the situation occurs most frequently
in the project manager’s dealings or
negotiations with the line managers.
Feeling hopeless- hopelessness means
showing no signs of a favorable outcome.
Hopelessness is more a result of the
performance constraint than of time or cost.
Feeling rejected- feeling rejected can be the
result of a poor working relationship with
executives, line managers, or clients.
Rejection can offend occurs when people
with authority feel that their opinion are
better than those of the project managers.
Feeling anxious- almost all project
managers have some degree of “tunnel
vision” where they look forward to the end
of the project, even when the project is in its
infancy. This anxious feeling is not only to
see the project end, but to see it completed
successfully.
CHAPTER 7: CONFLICTS
Conflict is the result of a difference of
perception, opinion, or beliefs among
people. Usually, conflict occurs when there
are incompatible goals, thoughts, or
emotions between individuals that result in
opposition and disagreements.
The project manager has often been
described as a conflict manager.
What are the project objectives and are
they in conflict with other projects?
 Why do conflicts occur?
 How do we resolve conflicts?
 Is there any type of analysis that
could identify possible conflicts
before they occur?
THE CONFLICT ENVIRONMENT
 In the project environment, conflicts
are inevitable.
 Through documentation, such as
linear responsibility charts, it is
possible to establish formal
organizational procedures (either at
the project level or companywide).
 Resolution means collaboration in
which people must rely on one
another. Without this, mistrust will
prevail.
THE MOST COMMON TYPES OF
CONFLICTS INVOLVE
 Manpower resources
 Equipment and facilities
 Capital expenditures
 Costs
 Technical opinions and trade-offs
  Priorities
 Administrative procedures
 Scheduling
 Responsibilities
 Personality clashes

Sometimes conflict is “meaningful” and

produces beneficial results.
CONFLICT RESOLUTION MODES
1. Conflict can stimulate creativity
and innovation
2. Conflict can strengthen
relationships
3. Conflict can promote growth and
development

CONFLICT RESOLUTION

Refers to the process of identifying,

addressing, and resolving conflicts that arise
within an organization.

The four most common methods are:

 The development of company-wide

conflict resolution policies and
procedures
 The establishment of project conflict
resolution procedures during the
early planning activities
 The use of hierarchical referral
 The equipment of direct contact

THE MANAGEMENT OF
CONFLICTS