Chapter 2

The Manager, the Organization, and the Team

MEM 612 Project Management

THE PM’S ROLES

MEM 612 Project Management

Facilitator • Manager-as-supervisor versus manageras-facilitator • Systems approach versus analytical approach – Suboptimization • Must ensure project team members have appropriate knowledge and resources • Micromanagement MEM 612 Project Management .

Communicator Figure 2-1 Communication Paths Between a Project’s Parties-At-Interest MEM 612 Project Management .

Virtual Project Manager • Geographically dispersed projects • Communication via – Email – Web – Telephone – Video conferencing • “Never let the boss be surprised!” MEM 612 Project Management .

THE PM’S RESPONSIBILITIES TO THE PROJECT MEM 612 Project Management .

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 MEM 612 Project Management .

Negotiation. and Persuasion • Necessary to meet three overriding responsibilities MEM 612 Project Management . Conflict Resolution.

SELECTION OF A PROJECT MANAGER MEM 612 Project Management .

Ethics .Key Criteria • Credibility . Style.Politically astute and aware of interpersonal conflict • Leadership.Ability to direct project in ethical manner MEM 612 Project Management .The PM is believable – technical credibility – administrative credibility • Sensitivity .

PROJECT MANAGEMENT AS A PROFESSION MEM 612 Project Management .

000 members • Project Management Body of Knowledge (PMBOK) • Project-oriented organization MEM 612 Project Management .Project Management as a Profession • Project Management Institute – More than 64.

FITTING PROJECTS IN THE PARENT ORGANIZATION MEM 612 Project Management .

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 MEM 612 Project Management .

Figure 2-2 The Pure Project Organization MEM 612 Project Management .

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 MEM 612 Project Management .

Figure 2-3 Functional Project Organization MEM 612 Project Management .

Functional Project Organization • Advantages – technological depth • Drawbacks – lines of communication outside functional department slow – technological breadth – project rarely given high priority MEM 612 Project Management .

Figure 2-4 Matrix Project Organization MEM 612 Project Management .

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 MEM 612 Project Management .

Figure 2-5 Mixed Project Organization MEM 612 Project Management .

THE PROJECT TEAM MEM 612 Project Management .

Characteristics of Effective Project Team Members • • • • • Technically competent Politically sensitive Problem orientation Goal orientation High self-esteem MEM 612 Project Management .

Matrix Team Problems • Weak (functional) matrix – PM has no direct reports – Ability to communicate directly with team members important • Matrix projects – Important to maintain good morale – Project office MEM 612 Project Management .

Intrateam Conflict • Life cycle phase and source of conflict • Name-only team • Interpersonal conflict MEM 612 Project Management .

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