PROJECT TEAM DEVELOPMENT AND

LEADERSHIP
 CHAPTER ONE: THE PROJECT MANAGER

1.1 Selecting the Project Manager

Choosing the right project manager is a challenging task that involves
careful consideration.
Several key questions need to be addressed:
1. - What are the available internal and external sources for potential
project managers?
2. - What criteria do we use for the selection process?
3. - How can we support career growth in project management?
4. - What strategies can be implemented to enhance project management
skills?
5. - How do we assess and measure the performance of project managers
effectively?
 Project managers are sometimes qualified and experienced project management specialists who are employed on
a permanent basis by an organization.

 Sometimes they are external consultants who are contracted to manage the project for its duration only.

 For internal projects, they are mostly selected from within the existing workforce. In all cases they are charged
with organizing and managing a project team that will work together in order to meet the project objectives.

 The project manager is usually selected from the ranks of functional managers or staff.
 A good functional manager with the skills required for project management is by far the best option because of
the understanding of the industry and the organization that is brought to the post.
 For example, if a company in the construction industry is embarking on a new infrastructure project, appointing a
functional manager who has previously overseen similar projects within the organization can bring invaluable
insights and expertise to the role of a project manager
 - Internally appointed project managers should know key players and have established
relationships within the organization.
 - Companies may be reluctant to reassign a proficient functional manager to a project due to
difficulty in finding a replacement, especially if the role is being executed exceptionally well.
 - It is not advisable for one person to act as both project manager for a major project and
continue in a functional management role simultaneously.
 - Balancing these dual roles can be demanding, lead to conflicts, and hinder effective
performance.
 external consultant.
 There are an increasing number of private practices that are offering
professional project management commissions as part of their portfolio
of professional services.
 The obvious disadvantage is the project manager is not used to the
organization and there will therefore be a learning curve involved.
 New project manager faces learning curve in understanding company
processes.
 It demands some skills that are very different to those of the normal
functional manager.
• Different skills needed compared to functional managers.
• Example: Project managers require specialized skills like risk management and
stakeholder communication.
 The Project Manager

 - The project manager, appointed by the performing organization, leads the team
responsible for achieving project objectives.

- The role of a project manager differs from that of a functional or operations

manager.

- Functional managers oversee a specific function or business unit, while operations

managers ensure operational efficiency.

- In some structures, a project manager reports to a functional manager; in others,

they report to a program or portfolio manager.

- The project manager collaborates with roles like business analysts, quality assurance
managers, and subject matter experts.
 The Project Managers

Effective project management necessitates the project manager to possess

the following competencies:

- Knowledge: Refers to the project manager's understanding of project

management principles.

- Performance: Refers to the project manager's ability to apply their

knowledge effectively in achieving project goals.

- Personal effectiveness includes attitudes, core personality traits, and

leadership skills that enable the project manager to lead the team, meet
project objectives, and manage project constraints successfully.
 INTERPERSONAL SKILLS OF A PROJECT MANAGER

•Project managers accomplish work through the project team and other
stakeholders. Effective project managers require a balance of ethical,
interpersonal, and conceptual skills that help them analyze situations and
interact appropriately. important interpersonal skills, such as:
 • Leadership,
 • Team building,
 • Motivation,
 • Communication,
 • Decision making,
 • Political and cultural awareness,
 • Negotiation,
 • Trust building,
 • Conflict management
 1.2 The Concept of the Project Manager
 A project manager shares similarities with a chief executive or managing director in terms of responsibility
and ownership of the project's outcome. Large organizations often use project management roles to groom
future general managers.

 Key points about project managers:

 The project manager has full ownership and accountability for the project's success.
 In smaller to medium-sized projects, a project manager may handle multiple projects simultaneously.
 Project managers typically report to a project sponsor, who may be a board member for significant projects.
 Different projects require specific skills and attributes;
 FOR INSTANCE, managing new-product development projects in a pharmaceutical company demands
specialized knowledge distinct from overseeing construction projects.
 1.3 The Central Position of the Project Manager
- The project manager plays a crucial role in managing information flow within the project, ensuring effective communication
among all stakeholders.
- Example: A project manager regularly updates team members and stakeholders on project milestones and requirements to keep
everyone aligned.

- As the primary decision-maker, the project manager holds the key responsibility for project-related decisions and acts as the main
point of contact with the organization. Example: In a project to launch a new product, the project manager makes critical decisions
on timelines, resource allocation, and budget management.

- The project manager must possess strategic thinking to devise effective project plans and ensure tasks are completed to standards
and deadlines.

Example: Developing a marketing campaign, the project manager creates a detailed strategy and monitors team progress to meet
campaign launch deadlines.

- Leading the project team towards successful outcomes requires the project manager to energize and motivate staff to achieve
project goals.

Example: During a challenging phase of a construction project, the project manager inspires the team to overcome obstacles and
stay focused on project objectives.
 1.3 The Central Position of the Project Manager

 The project manager holds a central position in project management

principles.
 With the ultimate responsibility for the project's success, a crucial skill is
the ability to balance detailed focus with a big-picture perspective.
 This skill enables effective coordination of people and resources,
facilitating integrated utilization and swift adaptation to address
challenges and obstacles that may arise during the project.
 By maintaining this balance, the project manager acts as a focal point for
communication among stakeholders, like as a spider at the center of a
web.
 1.4 The Role of Project Manager

•The primary requirements of the project manager’s role can be summarized as:
planning the project activities, schedules and budgets;
organizing and selecting the project team;
interfacing with the client, the organization and all other interested parties;
negotiating with suppliers and clients;
managing the project resources;
monitoring and controlling the project status;
identifying issues and problem areas;
finding solutions to problems; ·
resolving conflicts
 1.4 The Role of Project Manager
 - Project roles are interconnected and interdependent. For instance, project activity
planning is influenced by the project team's characteristics, and activity timing is
determined by available resources during team staffing.
 - A project manager must possess a diverse skill set, encompassing
entrepreneurship, political acumen, diplomacy, determination, technical expertise,
and leadership abilities.
 - Successful project managers are versatile generalists who excel in communication,
interpersonal relations, and achieving high performance, especially in large complex
projects.
 - Project managers must meet specific success criteria established for the project,
including delivering within agreed time and cost limits, meeting quality standards,
satisfying client requirements, aligning with the organization's strategic plan, and
adhering to the defined scope.
 1.5 Personal, Managerial and Leadership Skills
•A project manager must utilize a comprehensive set of traditional management skills alongside possessing
in-depth technical knowledge of the project.
•In terms of 'soft' management skills and attributes, a project manager should:
•- Be flexible and adaptable
•- Manage multiple tasks simultaneously
•- Possess persuasive abilities
•- Excel in communication
•- Maintain focus on multiple objectives and balance them effectively
•- Exhibit strong organizational skills
•- Embrace a generalist approach when necessary
•- Excel in planning and implementation
•- Identify problems, devise solutions, and ensure their effectiveness
•- Manage time effectively
•- Excel in negotiation and influence
 Technical and Business Skills
• The project manager also has to possess a range of technical and business skills.

•Technical skills are necessary in order to understand the detailed components of the project.

• For example, a project manager who is in charge of a large and complex project to install a new production
line has to have an extensive knowledge of the mechanics of the production system. It is not possible fully to
appreciate the inputs of the various designers, suppliers and contractors without this knowledge. In addition,
•in most cases the project manager also needs to have a detailed business and financial knowledge.

•Increasingly, project managers are responsible for investment appraisal and financial analysis of projects.
•
 Technical
•Typical ‘harder’ and Business
characteristics include
Skills
understanding how to set up a team and run it;
The ability to develop complex time and cost plans and achieve them;
Understanding of contracts, procurement, purchasing and personnel;
Active interest in training and development;
Understanding of the technology that is central to project success;
 Ability to translate business strategy into project objectives.
1.6 Some Essential Project Manager Requirements

•An effective project manager needs to be able to execute a number of

primary functions.
•These primary functions are applicable to all areas of management,
including project management.
The project manager must have a reasonable command of:
♦ Project Planning
♦ Authorizing
♦ Team Organizing
♦ Controlling
♦ Directing
♦ Team Building
♦ Leadership
Skills of the Project Manager
The project manager is a key ingredient in the
success of a project.

Strong leadership ability

Ability to develop people
Excellent communication skills
Good interpersonal skills
Ability to handle stress
Problem-solving skills
Time management skills
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 Leadership Ability
Leadership is getting things done through others.

• Inspire the people assigned to the project

• Create vision of the result and benefits of the project
• Participative and consultative leadership style
• Establishes the parameters and guidelines for what needs
to be done
• Is optimistic and positive
• Is highly motivated and sets a positive example
• Has self-confidence and inspires confidence
• Leads by making things happen
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 Leadership Ability (Cont.)
• Involves and empowers the project team
• Empowers individuals to make decisions within their
assigned areas
• Understands what motivates team members and
creates a supportive environment
• Fosters motivation through recognition
• Sets the tone of trust, high expectations, and
enjoyment

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Ability to Develop People

• Committed to the training and development of people

• Uses the project to add value to each person’s
experience base
• Believes that all individuals are valuable to the
organization
• Stresses the value of self-improvement

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Ability to Develop People (Cont.)

• Provides opportunities for learning and

development by encouraging individuals to assume
the initiative, take risks, and make decisions
• Provides assignments that require individuals to
extend their knowledge
• Identifies situations in which less experienced
people can learn from more experienced people
• Has people attend formal training sessions

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Communication Skills

Effective and frequent communication is crucial.

• Communicate regularly with the project team,
subcontractors, customer, and own upper
management
• A high level of communication is especially
important early in the project
• Good oral and written communication skills
• Spend more time listening than talking

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Communication Skills (Cont.)

• Establish ongoing communication with the customer

• Communication should be timely, honest, and
unambiguous
• Effective communication establishes credibility
and builds trust
• Provide timely feedback to the team and customer
• Create an atmosphere that fosters timely and
open communication

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Interpersonal Skills
• Good interpersonal skills are essential
• Develop a relationship with each person on the project team
• Try to learn about the personal interests of each individual without
being intrusive
• Should use open-ended questions and do a lot of listening
• Empathize with individuals when special circumstances arise

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 Ability to Handle Stress
• - Adapt to constantly changing conditions: A project manager should be
able to adjust plans and strategies swiftly in response to evolving
circumstances, such as shifting priorities or unexpected challenges.
• - Demonstrate a good sense of humor:
• Maintaining a positive attitude and humor can help alleviate tension,
foster team morale, and navigate stressful situations more effectively.
• - Manage stress effectively:
• When facing challenges or project risks, a project manager should handle
stress levels efficiently to make sound decisions and lead the team
towards successful outcomes.

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Problem-Solving Skills

• Early identification of a problem or potential

problem is important
• Encourage project team members to identify
problems early and solve them on their own

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Time Management Skills
• Have self-discipline
• Be able to prioritize
• Show a willingness to delegate

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 Delegation
• - Empower the team to achieve objectives: A project manager should
empower the team as a whole and each team member individually to
successfully reach project goals.
• - Enable individuals to carry out tasks effectively: Provide team members
with the necessary support and resources to fulfill their assigned
responsibilities.
• - Delegate responsibility and authority: Grant team members the autonomy to
make decisions and take actions within their roles, empowering them to
contribute effectively to the project.
• - Hold team members accountable: Ensure that each team member takes
ownership of their tasks and outcomes, fostering a sense of accountability for
achieving results.
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 Delegation
Common barriers to(Cont.)
effective delegation
• Project manager has a personal interest in the task
• Project manager thinks s/he can do it better or faster herself
• Project manager lacks confidence in the capability of others
• Project manager is afraid he will lose control of the work and not
know what is going on
• Team members fear criticism for mistakes or lack self-confidence

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Developing the Skills Needed to Be a Project
Manager
1. Gain experience — work on as many projects as you can; each
project presents a learning opportunity
2. Seek out feedback from others
3. Conduct a self-evaluation and learn from your mistakes
4. Interview project managers who have skills that you want to
develop
5. Participate in training programs

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