THE PROJECT MANAGER

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THE PROJECT MANAGER

• Year 3 Project Management
• Dr. Margaret Nelson
• MI-06
• Ext 3431

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MODULE OUTLINE

• The Project Manager
• The Project Team
• The Project Organisation
• Various Approaches to Project Mgt
• Project Mgt Tools Techniques
• Project Risk Management
• Project Performance and Evaluation

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LECTURE OUTLINE

• PM Roles Responsibilities
• PM Skills Attributes
• Leadership
• Professional Associations

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WHAT IS PM?

• Project management is
• The application of knowledge, skills, tools and
  techniques to project activities in order to meet
  stakeholders needs and expectations from a
  project (PMBOK, In Burke, 2003)
• The discipline of defining and achieving targets
  while optimizing the use of resources (time,
  money, people, space, etc). Thus, it could be
  classified into several models time, cost,
  scope, and intangibles (Wikipedia)
• Involves avoiding problems. It is about tackling
  new ground, taking a group of people and trying
  to achieve some very clear objective quickly
  efficiently (Reiss, 1995)

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WHAT IS A PROJECT?

• A human activity that achieves a clear objective
  against a time scale (Reiss, 1995)
• A complex, non-routine, one-time effort limited
  by time, budget, resources and performance
  specifications designed to meet customer needs
  (Gray Larson, 2006)
• Characteristics
• One clear objective
• A fixed time scale
• A team of people
• No practice or rehearsal
• Change

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PM ELEMENTS

• Project Background
• Defining the Project
• Planning the Project
• Implementing the Project
• Evaluation and Review

• Project Initiation
• Roles Responsibilities
• Project Planning
• Estimating and Budgeting
• Managing Risk
• Controlling the Project
• Managing Quality
• Managing Change
• Reviewing the Project

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PROJECT MANAGER

• the individual responsible for delivering the
  project (OGC)
• Single point of responsibility
• Leads and manages the project team, with the
  authority and responsibility to run the project
  on a day-to-day basis
• Essential that the skills and experience of the
  Project Manager are matched to the requirements
  of the project.

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PROJECT MANAGER (2)

• Manages temporary, non-repetitive activities and
  frequently acts independently of the formal
  organization.
• Marshals resources for the project.
• Is linked directly to the customer interface.
• Provides direction, coordination, and integration
  to the project team.
• Is responsible for performance and success of the
  project.
• Must induce the right people at the right time to
  address the right issues and make the right
  decisions.

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THE PM TRIANGLE

• To be effective the Project Manager needs to be
  able to control three aspects of the project
• Delivers on time
• Within budget
• To the agreed quality

Time
Cost
Quality
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PROJECT ENVIRONMENT MODEL
Source Burke, R (2003)
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PM ROLES

• Defining Project Mission
• Managing Stakeholders
• Managing Resources
• Physical
• People
• Financial
• Managing the Scope
• Managing Time
• Managing the Supply Chain
• Managing the Project Life Cycle
• Managing the Process
• Managing Conformance, H S
• Managing Risk and Uncertainty
• Managing Project Information
• Managing Performance
• Project Evaluation
• Audit and Review

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RESPONSIBILITIES

• Designing and applying an appropriate project
  management framework for the project (using
  relevant project standards) incorporating the
  Gateway review process if required
• Managing the production of the required
  deliverables
• Planning and monitoring the project
• Resource Planning
• Adopting any delegation and use of project
  assurance roles within agreed reporting
  structures
• Preparing and maintaining the Project Plan (or
  Project Execution Plan), Stage and Exception
  Plans as required
• Manage project risks, including the development
  of contingency plans
• Liaison with programme management (if the project
  is part of a programme) and related projects to
  ensure that work is neither overlooked nor
  duplicated
• Overall progress and use of resources, initiating
  corrective action where necessary

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RESPONSIBILITIES (2)

• Change control and any required configuration
  management
• Reporting through agreed reporting lines on
  project progress through Highlight Reports and
  stage assessments
• Liaison with appointed project assurance roles to
  assure the overall direction and integrity of the
  project
• Adopting technical and quality strategy /
• Identifying and obtain any support and advice
  required for the management, planning and control
  of the project
• Managing project administration
• Conducting end project evaluation to assess how
  well the project was managed nb post project
  is different from end of project and preparing
  and end-project report
• Preparing a Lessons Learned report
• Preparing any follow-on action recommendations as
  required

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DIMENSIONS
McGraw Hill/Irwin (2006)
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SKILLS ATTRIBUTES

• Apply standard project management approaches to
  the specific requirements of the project
• Direct, manage and motivate the project team
• Develop and maintain an agreed project plan and
  detailed stage plan(s)
• Tailor expert knowledge to meet specific
  circumstances
• Plan and manage the deployment of resources to
  meet project milestones
• Physical
• People
• Financial

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SKILLS ATTRIBUTES (2)

• Build and sustain effective communications with
  other roles involved in the project as required
• Apply quality management principles and process.
• Be able to anticipate events
• Be able to re-evaluate the plan to ensure access
  to resources
• Arrange effective interfaces between the project
  and base organisation
• Must be able to plan, negotiate, motivate,
  inspire, and conclude

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PROJECT MANAGERS THE STRATEGIC MANAGEMENT
PROCESS

• Changes in the organizations mission and
  strategy
• Project managers must respond to changes with
  appropriate decisions about future projects and
  adjustments to current projects.
• Project managers who understand their
  organizations strategy can become effective
  advocates of projects aligned with the firms
  mission.

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ESSENTIAL CHARACTERISTICS OF A PROJECT MANAGER

• Leadership - the manner and approach of providing
  direction, implementing plans, and motivating
  people.
• Managerial ability (PM experience?)
• Enthusiasm
• Commitment
• Tenacity
• Interpersonal/People Skills
• Motivator, communicator, facilitator and
  politician, inspire and command respect
• Flexible
• Expertise in the area of the Project?

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TRAITS SKILLS

• Systems thinker
• Personal integrity
• Proactive
• High stress tolerance
• General business perspective
• Good communicator
• Effective time management
• Skillful politician
• Optimist
• (Gray Larson, 2006)

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LEWINS LEADERSHIP STYLES

• Autocratic
• When the leader tells employees what they want
  done and how they want it done, without getting
  the advice of their followers
• Does not include bossing people around
• Participative or Democratic
• Leader involves the people in the
  decision-making, although the process for the
  final decision may vary from the leader having
  the final say to them facilitating consensus in
  the group.
• Laissez Faire
• Minimize the leader's involvement in
  decision-making, and hence allowing people to
  make their own decisions, although they may still
  be responsible for the outcome

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LIKERTS LEADERSHIP STYLES

• Exploitive Authoritative or Autocratic
• Leader has a low concern for people and uses such
  methods as threats and other fear-based methods
  to achieve conformance
• Benevolent Authoritative or Paternalistic
• Leader adds concern for people to an
  authoritative position, a 'benevolent
  dictatorship' is formed
• Consultative or Delegative
• The upward flow of information still cautious and
  rose-tinted
• Leader is making genuine efforts to listen
  carefully to ideas
• Major decisions are still largely centrally made
• Participative or Democratic
• leader makes maximum use of participative
  methods, engaging people lower down the
  organization in decision-making

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DECISION-MAKING CONTINUUM
Source Burke, R (2003)
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CONSTRUCTION PROJECT LEADERSHIP

• The challenge
• large and dispersed
• diverse in education and organisational culture
• the dynamics of the project life-cycle
• Leaders characteristics
• mature
• well-educated
• extravert, not introvert
• intuitive, not sensing
• thinking, not feeling
• high emotional intelligence

Source Winch, G
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LEADERSHIP ATTRIBUTES

• Physical vitality and stamina
• Intelligence and action-oriented judgement
• Eagerness to accept responsibility
• Task competence
• Understanding of followers and their needs
• Skill in dealing with people
• Need for achievement
• Capacity to motivate people
• Courage and resolution
• Trustworthiness
• Decisiveness
• Self-confidence
• Assertiveness
• Adaptability/flexibility
• John Gardner (1989) On Leadership, New York Free
  Press

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PROFESSIONAL AFFILIATIONS

• Association of Project Management -
  http//www.apm.org.uk/
• Royal Institution of Chartered Surveyors (RICS)
  http//www.rics.org
• Project Management Institute (PMI) -
  http//www.pmi.org.uk/index.html

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READING LIST

• Anderson, E., Grude, K.V. and Haug, T. (1987),
  Goal Directed Project Management (2nd Edition),
  London Kogan Page.
• Burke, R. (2003), Project Management Planning and
  Control Techniques, 4th Edition, Chichester, UK
  John Wiley and Sons Ltd.
• Gray, C. F. and Larson, E. W. (2006), Project
  Management The Managerial Process, 3rd Edition,
  NY McGraw Hill/Irwin.
• Murray, M. and Langford, D. (2004), Architects
  Handbook of Construction Project Management,
  London RIBA Enterprises.
• Reiss, G. (1995), Project Management Demystified
  Todays Tools and Techniques, 2nd Edition,
  London Spon Press.
• Winch, G, Lecture Notes
• http//www.ce.cmu.edu/pmbook/
• http//www.blackwellpublishing.com/winch/case.pdf
• http//www.maxwideman.com/guests/index.htm
• http//www.see.ed.ac.uk/gerard/MENG/ME96/Document
  s/Styles/styles.html
• http//changingminds.org/disciplines/leadership/st
  yles/likert_style.htm
• http//www.nwlink.com/donclark/leader/leadstl.htm
  l

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Any Questions?

• Tutorial 4-6.30 p.m.
• Next Lecture
• The Project Team