– 1. What needs to be done? – 2. When must it be done? – 3. How are the resources required to do this job going to be obtained? • PM is responsible for organizing, staffing, budgeting, directing, planning, and controlling the project.
• Responsibility to the Client • Responsibility to the Team Members • Above all, the PM must never allow senior management to be surprised—be prepared to give “bad news”
Responsibilities to the Parent Organization • Conservation of resources • Timely and accurate project communications • Careful, competent management of the project • Protect the firm from high risk • Accurate reporting of project status with regard to budget and schedule
Project Management Experience • Experience as a PM serves to teach the importance of: – An organized plan for reaching an objective – Negotiation with one’s co-workers – Follow through – Sensitivity to the political realities of organizational life • Careers often starts with participation in small into larger projects, until given control over small, then larger projects
Special Demands on the PM • A number of demands are critical to the management of projects: – Acquiring sufficient resources – Acquiring and inspiring personnel • Finding sources of internal motivation – Dealing with obstacles – Making project goal trade offs – Dealing with risk and failure (perceived or otherwise) – Maintaining multiple channels of communication – Negotiation
frequently inadequate – Sometimes resource trade-offs are required – Subcontracting is an option – Project and functional managers perceive availability of resources to be strictly limited – Competition for resources CAN turn into “win-lose” propositions between project and functional managers
Dealing with Obstacles • One characteristic of any project is its uniqueness and with that come a series of crises: – At the inception of a project, the “fires” tend to be associated with resources – As a project nears completion, obstacles tend to be clustered around two key issues: • Last minute schedule and technical changes • Uncertainty surrounding what happens to members of the project team when the project is completed
Failure, the Risk of Fear, and Failure • It is difficult, at times, to distinguish between project failure, partial failure, and success. – What appears to be a failure at one point in the life of a project may look like a success at another – Perception is reality—PMs need to control perceptions – Communication is key to minimize impact of most “failures” • Accountability never transfers from PM
Failure and Project Types - 1 • Two general types of projects: – Type 1 - these projects are generally well-understood, routine construction projects • Appear simple at the beginning of the project • Rarely fail because they are late or over budget, though commonly are both • They fail because they are not organized to handle unexpected crises and deviations from the plan • These projects often lack the appropriate technical expertise to handle such crises
Failure and Project Types - 2 – Type 2 - these are not well understood, and there may be considerable uncertainty about specifically what must be done • Many difficulties early in the life of the project • Often considered planning problems • Most of these problems result from a failure to define the mission carefully • Often fail to get the client’s acceptance on the project mission
Multiple Communication Paths • Most of the project manager’s time is spent communicating with the many groups interested in the project – Considerable time must be spent selling, reselling, and explaining the project – Interested parties include: • Top management • Functional departments • Clients • Members of the project team
Communication Realities • To effectively deal with the demands, a PM must understand and deal with certain fundamental issues: – Must understand why the project exists – Critical to have the support of top management – Build and maintain a solid information network – Must be flexible in many ways, with as many people, and about as many activities as possible throughout the life of the project
PM and Stress • Four major causes of stress associated PM role: – Never developing a consistent set of procedures and techniques with which to manage their work – Many PMs have “too much on their plates” – Some PMs have a high need to achieve that is frustrated by the tradeoffs – The parent organization is in the middle of major change
Multicultural Communications and Managerial Behavior • The importance of language cannot be overstated – Communication cannot be separated from the communicator – Managerial and personal behaviors of the PM must be considered in the communication process • Structure and style of communications • Managerial and personal behavior
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