MANAGEMENT

FUNCTIONS
 Controlling

O is a three-step process 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
O Measuring

O Evaluating

O Correcting
 Directing
O is the implementing and carrying out (through others) of
those approved plans that are necessary to achieve or
exceed objectives.
*Directing involves such steps
O Staffing
O Training
O Supervising
O Delegating
O Motivating
O Counseling
O Coordinating
There are several ways of motivating project personnel.
Some effective ways include:

O Giving assignments that provide challenges

O Clearly defining performance expectations
O Giving proper criticism as well as credit
O Giving honest appraisals
O Providing a good working atmosphere
O Developing a team attitude
Project Authority
O can be defined as the legal or rightful power to
command, act, or direct the activities of others.

O provides the way of thinking required to unify all

organizational activities toward accomplishment of
the project regardless of where they are located
Failure to establish authority relationships can result :

O Poor communication channels

O Misleading information
O Antagonism, especially from the informal
organization
O Poor working relationships with superiors,
subordinates, peers, and associates
O Surprises for the customer
O The project manager has the authority to
determine the “when” and “what” of the
project activities, whereas the functional
manager has the authority to determine “how
the support will be given.”
Responsibility Assignment Matrix or
Linear Responsibility Chart
O identify the participants, and to what degree an
activity will be performed or a decision will be
made.
O attempts to clarify the authority relationships
that can exist when functional units share
common work.
 INTERPERSONAL INFLUENCES
*Five Interpersonal Influences

O Legitimate power
O Reward power
O Penalty power
O Expert power
O Referent power
 BARRIERS TO PROJECT TEAM
DEVELOPMENT
The following barriers:

O Differing outlooks, priorities, and interests

O Role conflicts
O Project objectives/outcomes not clear
O Dynamic project environments
O Competition over team leadership
O Lack of team definition and structure
O Team personnel selection
O Credibility of project leader
O Lack of team member commitment
O Communication problems
O Lack of senior management support
 LEADERSHIP IN A PROJECT
ENVIRONMENT
O 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

O The person leading
O The people being led
O The situation
LIFE-CYCLE LEADERSHIP
 Organizational impact
O The following four categories show this
management emphasis resulting for both good
and poor project management:

1. Management Problem-Solving
2. Organizational Order
3. Performance of People
4. Performance of the Project Manager
Employee-Manager Problems
Two (2) Most common employee problems
involve:
O Assignment – Assigned tasks
O Resulting evaluation processes – The evaluation
process in a project environment is difficult for
an employee at the functional project interface,
especially if hostilities develop between the
functional and project manager.
Two (2) most common manager problem
involve:
O Personal values – often attributed to the
“changing of the guard”
O 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
3. managing versus doing
4. people versus task skills
5. ineffective communications
6. time management
7. management bottlenecks
 Communications

COMMUNICATIONS
- Effective project communication ensure
that we get the right information to the
right person at the right time and in a
cost effective manner.
O Typical definitions of effective communication:

1. An exchange of information
2. An act or instance of transmitting information
3. A verbal or written message
4. A technique for expressing ideas effectively
5. A process by which meanings are exchanged
between individuals through a common system
of symbols.
Screens or Barriers of communication
O Perception barriers
O Personality and interest
O Attitudes, emotions, and prejudices
COMMUNICATION MANAGEMENT
- Is the formal or informal process of conducting
or supervising the exchange of information
either upward, downward, laterally or
diagonally.
 Project review meeting
O 3 types of review meetings
1. Project team review meetings – weekly,
bimonthly, or monthly meeting
2. Executive management review meeting –
monthly status review meeting
3. Customer project review meetings –
inflexibility scheduled
 Communication Traps

O Communication traps occur most frequently

with customer – contractor relationships
O Communication traps also occur between the
project office and line managers
Management policies and
procedures