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Ch 3 The Project Manager

Ch 3 The Project Manager. “Project Managers are special people who will ensure project success”. Project Manager. Responsible for implementing and completing the project Prepare preliminary budget and schedule Select people to serve the project team Know the client

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Ch 3 The Project Manager

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  1. Ch 3The Project Manager “Project Managers are special people who will ensure project success” Chapter3 Project Manager

  2. Project Manager • Responsible for implementing and completing the project • Prepare preliminary budget and schedule • Select people to serve the project team • Know the client • Ensure that proper facilities are available • Ensure that supplies are available when needed • Take care of routine details Chapter3 Project Manager

  3. Comparison between Functional and Project Manager’s Role and Responsibilities Chapter3 Project Manager

  4. Chapter3 Project Manager

  5. Vice President Manufacturing Welding Machining Assembly Painting Example of Functional Structure Chapter3 Project Manager

  6. Project Manager Engineering Manufacturing Finance Contracts Planning Purchasing Example of Project Manager responsibilities Chapter3 Project Manager

  7. Task of Synthesis • What needs to be done? • When must it be done? • How are resources required to do the job to be obtained? Chapter3 Project Manager

  8. Project Mgr Responsibilities • Parent organization • Project & client • Members of project team Chapter3 Project Manager

  9. Responsibilities to Parent Company • Proper conservation of resources • Timely and accurate project communication • Competent management of the project • Keep management informed – project’s status, cost, timing and prospects • Running over budget or delay • Protect firm from risk • Damage control Chapter3 Project Manager

  10. Responsibilities to the Project • Preserve integrity of the project • Resolve conflicting demands made by many parties – engineering, marketing, manufacturing, administration, purchasing Chapter3 Project Manager

  11. Responsibilities to Project Team Members • Finite nature of the project • Specialized nature of the team • Concern with future of project people • Transition back to functional units Chapter3 Project Manager

  12. PM Career Path • Participation in small and then larger project • Give command over small and large project • Project engineer, manufacturing manager, deputy project manager, project manager Chapter3 Project Manager

  13. Special Demands on the Project Manager • Acquiring Adequate Resources • Acquiring and Motivating Personnel • Dealing With Obstacles • Making Project Goal Trade-offs • Failure and the Risk and Fear of Failure • Breadth of Communication • Negotiation Chapter3 Project Manager

  14. Acquiring Adequate Resources • Human resource, material, machine, subcontractors, consultants, space, utilities • Resource trade-offs • Human resource – skills, pay • Subcontracting – cost, delay, control • Under and overestimate of resources • Resource acquisition Chapter3 Project Manager

  15. Acquiring and Motivating Personnel • “Borrowed” from functional department • Top producers and high skill • Challenge and variety in project • Influence over salary and promotions • Effective team members: • High quality technical skills • Political sensitivity • Strong problem orientation • Strong goal orientation • High self esteem Chapter3 Project Manager

  16. Dealing With Obstacles • Better planning, fewer crises • Project inception – resources • Budget and schedule • Change in technical plans, schedule • Uncertainty surrounding what happens at the end of the project • Open communication with all parties Chapter3 Project Manager

  17. Making Project Goal Trade-offs • Trade-offs – cost, time, performance • Technical and managerial functions • Project formation – no difference in importance • Build-up stage – schedule • Final stage – performance • Smoothness of running project team for technical progress Chapter3 Project Manager

  18. Failure and the Risk and Fear of Failure • Failure in routine project – come in late or over budget • Failure in new project – technical problem • Waves of pessimism and optimism Chapter3 Project Manager

  19. Breadth of Communication • Top management, functional department, clients, suppliers, authorities, subcontractors • Engineering change management • Use of cyber communication tools • PM fully understand project’s intent • PM has managed projects that failed • Have support of top management • Build and maintain solid information network • PM must be flexible Chapter3 Project Manager

  20. Negotiation • Highly skill negotiator Chapter3 Project Manager

  21. Selecting the Project Manager • Strong technical background • Hard-nosed manager • Mature individual • Someone who is currently available • Someone on good terms with senior executives • A person who can keep the project teams happy • One who has worked is several departments • A person who can walk on the waters Chapter3 Project Manager

  22. Credibility • Technical credibility –perceived as possessing sufficient technical knowledge • Reasonable understanding of base technologies • Administrative credibility – responsibilities to client and senior management • Trade-offs decisions • Mature judgments, courage Chapter3 Project Manager

  23. Sensitivity • Political sensitivity • Sense inter-personal conflict • Persuade people to cooperate • Sense any failure Chapter3 Project Manager

  24. Leadership and Management style “Interpersonal influence, exercised in situations and directed through communication process, toward the attainment of specified goal or goals” • Capitalize on people’s strengths, cover their weaknesses, know when to take over • When to punish/reward • When to communicate Chapter3 Project Manager

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