Essay engagement management
Stage I

Project Initiation

Project Planning

Project Execution

1

Lecture Notes on Chapter 3

The Project Manager

2

Objectives of the Lecture Notes

Recognize challenges facing the project manager.

Distinguish between functional and Project managers.

Verify responsibilities of project manager.

Identify attributes of effective project manager

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The Project Manager

The project manager can be chosen and assigned as soon as the project is selected for funding,

This simplifies several start up activities

The project manager can be chosen later,

This makes things difficult

Senior management briefs the project manager

Project manager begins with a budget and schedule

As people are added these are refined

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5

Functional Management

Vice President for Marketing

Agency Director

Sales

Marketing Research

Marketing Service

Group Administration

Functional Management

Department heads are usually functional specialists

They have the required technical skills to evaluate all members of their organization

Functional managers:

Decide who performs each task

Decide how the task is performed

Exercise a great deal of control over every aspect of the work that gets performed within their area

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Project Management

7

Project manager

Finance

Procurement

Planning

Engineering

Quality

Manufacturing

Contracts

Procurement: is the acquisition of goods, services or works from an outside or external source.

Project Managers

Project managers are usually generalists

It would be very unusual for a project manager to have all the technical skills that are used on their projects

Project managers:

Rarely decide who performs each task

Lack the technical skills to evaluate much of the work performed on a particular project

Exercise control very little over most aspects of the work that gets performed on the project

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Functional Manager VS Project Manager

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Functional manager
Project manager
Decides who performs each task
Decides how the task is performed
controls every aspect of the work
Rarely decides who performs each task
Does not evaluate work performed on a particular project
Exercise little control on work aspects of the project
Comparing Functional & Project Managers

3-10

Functional Managers Project Managers
need technical skills need negotiation skills
should be more skilled at analysis should be more skilled at synthesis
use the analytic approach use systems approach
responsible for a small area responsible for the big picture
act as managers act as facilitators
responsible for a small area responsible for the big picture
act as direct, technical supervisors act as facilitators and generalists
Comparing Functional & Project Managers

Functional managers need technical skills; project managers need negotiation skills

Functional managers should be more skilled at analysis; project managers should be more skilled at synthesis

Integrating individual tasks within the project into a unified effort that is greater than the total of individual task effort

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Wikipedia: Synthesis

1. to form (a material or abstract entity) by combining parts or elements.

2. to combine (constituent elements) into a single or unified chemical entity.

Functional managers use the analytic approach; project managers use systems approach

Functional managers are responsible for a small area; project managers are responsible for the big picture

Functional managers act as managers; project managers act as facilitators

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Comparing Functional & Project Managers

Question

Identify the attribute that is NOT normally associated with the job of functional manager.

a) The functional manager is usually a generalist in the area being managed.

b) The functional manager is responsible for deciding what resources will be devoted to accomplishing the task.

c) The functional manager is administratively responsible for deciding how something will be done.

d) The functional manager is responsible for deciding who will do the work.

Ans: a

slide13

Three Major Questions facing Project Managers

What needs to be done?

When must it be done?

How to obtain resources required to do the job?

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Project Manager Responsibilities

The parent company

The project and the client

The project team

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Question

The ideal project manager should be __________.

a) a direct, technical supervisor knowledgeable in the technology of the process being used

b) both generalist/facilitator and have a high level of technical competence in the science of the project

c) a facilitator and specialist with technical credibility

d) a technical specialist competent in principles of robust design

Ans: b

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The Parent Company

Proper usage of resources

Timely and accurate report

Keep project sponsor informed

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The Project and the Client

Preserve the integrity of the project

This may be difficult with all sides wanting changes

Keep the client informed of major changes

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The Project Team

Very few people will work for the project manager

The “team” will disband at the end of the project

The project manager must look out for everyone’s future

This is in the best interest of the project, otherwise as the project winds down, everyone will be looking after themselves

slide19

Project Management Career Paths

Might work on several projects simultaneously

Small short-term projects train new project managers

Start on small projects and work up to large projects

Experience as a project manager is often seen as a desirable step on the corporate ladder

slide20

Project Manager Salaries

According to the Project Management Institute’s PMI collected data from over 13,000 project managers in the United States. Out of those surveyed, the median salary reported was $108,000 per year.

The survey also found that the Project Manager Professional (PMP) credential can increase the project manager salary by up to $10,000 a year, raising the median annual project manager salary in the United States to over $100,000.

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Salary & Experience

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Engineering Project Manager salary

The average Engineering Project Manager salary in the United States is $134,708 as of September 01, 2018, but the range typically falls between $117,186 and $151,543. Salary ranges can vary widely depending on many important factors, including education, certifications, additional skills, the number of years you have spent in your profession.

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Question

When managing a project, the project manager is responsible for __________.

a) auditing the project

b) executing the project

c) budgeting the project

d) designing the project

Ans: c

slide24

Special Demands on Project Manager

Acquiring adequate resources

Acquiring and motivating personnel

Dealing with obstacles

Making project goal trade-offs

Maintaining a balanced outlook

Breadth of communication

Negotiation

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Acquiring Adequate Resources

Project budgets are usually inadequate

Resource trade-offs must be considered

Crises occur that require special resources

Availability of resources is seen as a “win-lose” proposition

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Acquiring and Motivating Personnel

Most project workers are borrowed from functional managers

The project manager negotiates for the desired worker but

The project manager wants the best qualified individual

The functional manager decides who to assign

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Acquiring and Motivating Personnel

The functional manager also decides:

The skill level to assign

The pay and promotion of the worker

Worker will most likely return to the functional manager once the project is finished

Once workers are assigned to a project, the project manager must motivate them

The project manager has little or no control over pay and promotion

slide28

Most Important Characters for Team Members

High-quality technical skills

Political, and general, sensitivity

Strong problem solving orientation

Strong goal orientation

High self-esteem

slide29

Dealing with Obstacles

Every project is unique

The project manager should be ready to face a series of crises

A big problem is “scope creep”

Scope Creep refers to uncontrolled changes in the project scope when the project is not properly defined

slide30

Dealing with Obstacles

Early problems are associated with resources

Later problems are associated with:

Last-minute schedule and technical changes

The happenings to a team when the project is completed

slide31

Making Project Goal Trade-Offs

Project managers must make trade-offs between the project goals of:

Cost

Time

Scope

Ancillary ( Auxiliary) goals

Multiple projects

Project goals and organizational goals

Project, firm, career

slide32

Maintaining a Balanced Outlook

Hard to tell where a project is headed

Outlook can change over the life of a project

Technical problems cause waves of pessimism and optimism

Mood swings can hurt performance

Maintaining a positive outlook is a delicate job

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Question

The project manager must make trade-offs between project progress and process. Conceptually, this involves trade-offs between the __________ functions.

a) technical and managerial

b) schedule and cost

c) performance and schedule

d) cost and performance

Ans: a

slide34

Breadth of Communication

Why projects exist

Some projects fail

Support of the top management is needed

A strong information network is needed

Must be flexible

slide35

Question

The project manager should be more skilled at

a) general management

b) technology

c) synthesis

d) analysis

Ans: c

slide36

Negotiations

Acquiring adequate resources

Motivating personnel

Dealing with obstacles

Making project goal trade-offs

Handing failure

Maintaining communication

slide37

Attributes of Effective Project Managers

Credibility

Sensitivity

Leadership, ethics, and management style

Ability to handle stress

slide38

Credibility

Technical credibility

Administrative credibility

slide39

Sensitivity

Political sensitivity

Interpersonal sensitivity

Technically sensitivity

slide40

Leadership, Ethics, and Management Style

Leadership

Strong sense of ethics

A management style that fits the project

slide41

Ability to Handle Stress

No consistent procedures

Too much to do

High need to achieve

Organizations in change

slide42

Problems of Cultural Differences

Project managers must adapt to the social and cultural environment in which they are working

This is especially true when the project is in another country

Problems can arise in international projects, when a culture’s opinion of some group is different from that of the firm

slide43

Aspects of Culture

Technology

Institutions

Language

Art

Social behavior

slide44

Culture and the Project

Time

Staffing projects

Knowledge of people

slide45

Let Us Practice

The project manager needs __________ credibility.

a) technical and personal

b) administrative and personal

c) technical and administrative

d) technical and financial

Ans: c

slide46

Let Us Practice

According to the authors the key to coping with the uncertainty that happens at the end of a project, an obstacle that the project manager must overcome is __________.

a) discipline

b) communication

c) planning

d) supervision

Ans: b

slide47

Let Us Practice

Project managers must have __________, which refers to possessing enough technical abilities to direct the project.

a) technical credibility

b) managerial credibility

c) negotiation skill

d) drive to complete the task

Ans: a

slide48

Let Us Practice

Resources initially budgeted for a project are frequently __________ for the task, partly because of natural optimism by the proposer about how many resources are needed.

a) sufficient

b) delayed

c) insufficient

d) hindrances

Ans: c

slide49

Let Us Practice

Most of the time spent by a project manager is spent __________.

a) attending technical workshops

b) overseeing the workforce

c) filing paperwork

d) communicating

Ans: d

slide50

Let Us Practice

Which of the following is NOT typically recommended to be considered when hiring new team members?

a) high-quality technical skills

b) political, and general, sensitivity

c) strong goal orientation

d) low self-esteem

Ans: a

slide51

Let Us Practice

The project manager should be more skilled at __________, whereas the functional manager should be more skilled at __________.

Ans: synthesis; analysis

slide52

Analysis refers to the ability to break down material into its component parts so that its organizational structure may be understood.
Synthesis refers to the ability to put parts together to form a new whole.
Let Us Practice

During the buildup stage of a project lifecycle, __________ is the dominant goal of many project managers.

Ans: schedule

slide53

Let Us Practice

__________ results when the demands made on an individual are greater than the person’s ability to cope with them, particularly when the person has a high need for achievement.

Ans: stress

slide54

Let Us Practice

The structure of a society is determined by its __________.

Ans: institutions

slide55

Let Us Practice

slide56

In Latin America, the __________ system

leads a manager to give preference

to relatives and friends when hiring.

Ans: compadre

relationship between the parents and godparents of a child is an important bond that originates when a child is baptized in Iberian and Latin American families.

Let Us Write

With respect to acquiring resources, there is a high potential for conflict between the functional manager and the project manager. Describe a major source of that conflict and suggest how it can be properly managed.

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Essay

The project manager often will seek individuals with scarce but necessary skills. Moreover, the project manager will seek those individuals who are top producers. However, these are the very people the functional manager would like to retain to perform the work of the function. In order to manage this conflict, the use of an objective standard to set priorities is recommended. Instead of seeking to optimize the project or the function, the project manager and the functional manager should collaborate to solve the problem in a manner that maximizes organizational success for the business as a whole.

slide58

Let Us Write

At the inception of a project, crises tend to be associated with resources. Explain why this scenario could be common in some organizations.

slide59

Essay

Uniqueness is a characteristics shared by projects. Once the technical plans to accomplish the project have been translated into a budget and schedule, managerial reviews will often seek to gain cuts in budget and/or schedule. Each time this happens, the cuts will have to be translated into changes in technical plans.

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“The Emperor’s New Clothes“ *

An Emperor demanded extremely unique suite of clothes.

two weavers who promised a new suit of clothes that they say is invisible to those who are unfit for their positions, stupid, or incompetent.

in reality, they make no clothes at all, making everyone believe the clothes are visible to them.

The emperor parades before his subjects in his new “clothes”, no one dares to say that they do not see any suit of clothes on him for fear that they will be seen as stupid.

Finally, a child cries out, “But he isn’t wearing anything at all!”

slide61

* is a short tale written by Danish author Hans Christian Anderson

Top 10 skills needed by 2020.*

1. Complex problem-solving

2. Critical thinking

3. Creativity

4. People management

5. Coordinating with others

6. Emotional intelligence

7. Judgement and decision-making

8. Service orientation

9. Negotiation

10. Cognitive flexibility

*the World Economic Forum “the Future of Jobs”

slide62

Complex problem-solving

1. Complex problem-solving

Topping the list as the most desired skill to have by 2020 is complex problem-solving ability — defined by the report as the capacity ‘to solve novel, ill-defined problems in complex, real-world settings.’

slide63

Critical thinking

2. Critical thinking

Being a critical thinker will still be a valued skillset in the next four years, according to the survey. But what does critical thinking actually involve?

The answer is: logic and reasoning. Critical thinking involves being able to use logic and reasoning to interrogate an issue or problem, consider various solutions to the problem, and weigh up the pros and cons of each approach.

slide64

Creativity

3. Creativity

As the World Economic Forum senior writer, Alex Gray explains, ‘With the avalanche of new products, new technologies and new ways of working, employees are going to have to become more creative in order to benefit from these changes.’

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4. People management

4. People management

Irrespective of how many jobs get automated and how advanced artificial intelligence becomes, employees will always be a company’s most prized resource. Human beings are more creative, better at reading each other, and able to piggyback off each other’s ideas and energy. But being human also means that we get sick, we get demotivated, and we get distracted.

slide66

Coordinating with others

5. Coordinating with others

Social skills dominate the list again at number 5, and point to the emerging trend of companies putting more emphasis on strong interpersonal skills, and employees who play well with others.

Collaboration is crucial in any work environment and this is something that thankfully humans are still better at than robots!

slide67

Emotional intelligence

6. Emotional intelligence

The overwhelming response from HR officers and company strategists was that when it comes to desirable skillsets, ‘overall, social skills—such as persuasion, emotional intelligence and teaching others — will be in higher demand across industries’ of the future.

slide68

Judgement and decision-making

7. Judgement and decision-making

The ability to make sound judgement calls and the knack for strong decision-making skills is forecast to move up the list to nab the seventh spot by 2020.

This isn’t surprising considering the sheer volume of data that organisations can now amass, and the growing need for employees who can sift through the numbers, find actionable insights, and use big data to inform business strategy and decisions.

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Service orientation

8. Service orientation

Defined as the ability to ‘actively loo[k] for ways to help people,’ having strong service orientation skills is all about shining a spotlight on consumers, and anticipating what their needs will be in the future.

As the WEF report points out, businesses in the energy, financial services and IT industries are ‘increasingly finding themselves confronted with new consumer concerns about issues such as carbon footprints, food safety, labour standards and privacy.’

slide70

Negotiation

9. Negotiation

With robots infiltrating the workforce and job automation flagged to become increasingly commonplace, social skills will be more important than ever in the future.

Why? Because we’re far better at social interaction and negotiations than robots are (for the time being, anyway).

Even people in purely technical occupations will soon be expected to show greater interpersonal skills, and being able to negotiate with your colleagues, managers, clients and teams will be high up on the list of desirable skills.

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Cognitive* flexibility

10. Cognitive flexibility

Cognitive flexibility is all about being a mental gymnast. If you think of your brain as a gymnast’s floor, and imagine all the different apparatuses (e.g. the rings, parallel bars, and balance beam) as the different ways of thinking (e.g. the creative brain, mathematical brain, critical thinking brain etc.) — cognitive flexibility is how quickly (and easily) you can swing, leap and twirl back and forth between different systems of thought.

* Intellectual, Reasoning, Thinking

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