LP-4

7 Oct 15

LP-4 (Proj Manager)

"If money is your hope for independence you
will never have it. The only real security that a
man will have in this world is a reserve of
knowledge, experience, and ability.
Henry Ford, Entrepreneur

10/18/15

THE PROJ MANAGER WHY AND

WHEN
Projects seldom run smooth and as per schedule or

so to say as per book.

Despite best of efforts and close watch by the CEO,
one would find at the last minute that technical
drawings were not updated.
The bills of quantities were worked out two years
ago and were based on 2 floors of the building
whereas plans had been revised
with complete
air conditioning. Somehow, the same was not
taken into account and the project was initiated.
This and many other issues would crop up as and
when a project is launched. It is over here that the
PM would come in with a bang and sort things out.
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THE PROJ MANAGER WHEN and

WHY
CONTD

The PM can be chosen and installed as soon

as the project is selected for funding or
earlier at any point that seems desirable to
senior management.
Soon after nomination and acceptance, the
PM faces three questions:
What needs to be done?
When must it be done?
How are the needed resources going to be available?

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WHO IS PM?
A person who integrates all aspects of the
project, ensures that needed resources are
optimally utilized and makes sure that the
expected results (Performance / Quality)
are produced in a timely (Given time frame)
and cost effective manner (within cost).

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PM-KNOWLEDGE AREAS LEVEL OF

AWARENESS
The PM must have due knowledge of following with
reasonable level of efficiency and competency:
1. Project Integration Management
2. Project scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project HR Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management

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PROJ MGMT PROCESS GROUPS

LEVEL OF AWARENESS

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THE PROJECT MANAGER (PM)

Starting Points:
Project has been approved (Selected and
Funded)
Project in implementation phase
Project Team has been formed
Project org has been constituted as per the
Orgs system of processes (PMO)
Time to look for a team leader --- the PM
And the relationship between:
The PM, the Functional managers, the
project team, and the project managers
supervisor must be congenial.
The Org must, therefore, be populated by
talented people.
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SELECTING THE PM
Responsibilities:
Organizing, Staffing, Budgeting, Directing, Planning and
Controlling the project.

Attributes
Ethically correct
Superb Organizer and Motivator
An accomplished leader
A keen observer and good analyst.
A trouble shooter / A hard-nosed manager
Excellent in intra-personal communications
Acceptable to higher management
Currently available
Computer savvy ---- AUTOCAD or PRIMAVERA.
Technically strong.
Good in financial management.

The one who can get the job done.

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PERSONAL ATTRIBUTES PM
Credibility
Technically and administratively

Sensitivity
Be able to sense dangers and mischieves

Leadership Style
Must have skills
Must possess strong ethics
Institute ethics audit

Ability to Handle Stress

Relaxed under trying conditions
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THE IMMEDIATE TASKS PM

Prepare a preliminary budget and schedule
To get to know the client and the team. Engage in
negotiations if so required
Acquire adequate resources
Establish and enhance Breadth of Communications
--- Omni present.
Differentiate between discipline-oriented and
problem-oriented Org / Mgmt. Prefer Problem solving
Orientation
Learn and retain the art of dealing with obstacles
Work out Trade offs
Undertake Risk Management
Get the project moving
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SPECIAL DEMANDS ON THE PM

Acquiring adequate resources (cost benefit ratio)
Acquiring and Motivating Personnel

High quality / technical skills

Political sensitivity Attitude of bosses
Orientation Problem solving
Goal orientation High level of motivation and pride

Dealing with obstacles --- Risks and Uncertainties

Making project Trade offs
Be mindful of Risks and Fear of Failure
Breadth of Communications -- Negotiation --- no let up

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Know the Specs

Work out requirements
Determine cost benefit ratios (EOQ)
Match delivery schedules with WBS
Be political, polite and forthright
Do not compromise --- it may impact Proj success
Follow the Critical Path

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ACQUIRE AND MOTIVATE

PERSONNEL
High quality / technical skills
A & B Teams
Political sensitivity Attitude of bosses
Must win appreciation for your attitude and
recognition for your work
Orientation
Problem solving, trouble shooter, helper, guide
and mentor
Goal orientation
High level of performance
High Self-esteem
Be motivated and motivate others
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THE PM ROLE MODEL

Rewards and Punishments
Bearer of bad news is not punished
Admitter-to-error is not executed

But,
Hider of mistake may be shot at with impunity
Surprise
Never surprise the boss
Learn from the experience of others
Manage the Proj like managing a business.
Opt for Systems Approach compared to the
Functional Manager who normally uses Analytical
Approach
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ENHANCE BREADTH OF
COMMUNICATIONS

Find out why and how the Projs success

would be measured
Identify areas of risks / pointers that lead to
failure
Seek support of bosses
Develop
bondage
with
functional
managers, clients and sponsors etc
Show flexibility (Keep Org and Proj goals in
full view)
Negotiate on the basis of equality and from
the position of strength
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VITAL DOZEN FOR THE PROJ MGR

Lead from the front
Build and maintain cohesive team
Understand the environment
Recognize Proj Team conflict as progress
Understand who the stakeholders are and what do they
want
Accept and use the political nature of the Org
Understand what success means
Must guard against Enthusiasm and Despair both are
infectious
One look forward is worth two looks back
Always remember what you are trying to do / achieve
Use time carefully or it will use you
Above all, Plan, Plan and Plan
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WORKING IN MULTI CULTURAL

ENVIRONMENT

Be mindful of languages -- use of words /

salutations etc
Develop awareness of social etiquettes and
standards
Understand culture, ethics and values
Structure and style of communications
Managerial and personal behavior

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IMPACT OF INSTITUTIONAL
ENVIRONMENT
Socioeconomic

Environment

Dealings

with

bureaucracy

Legal Environment respect the Local Laws and be

mindful of international Laws

Business Conditions in a country High level of

awareness is needed to be successful

Technological Environment Breakthrough technology

may reduce a project to zero

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PM V/S FUNCTIONAL MGR

Primary concern

The Project

The Department

Orientation /
Approach

Task oriented
System Approach

Job oriented
Analytical Approach

Responsible

Operational +
Admin

Administration

Specialization

A specialist turned
generalist

Specialists

Basic Functions

Organizing,
Organizing, and
staffing, budgeting, planning
directing, planning
and controlling

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The Proj Team what --------- says.

Essentials of Proj Team

Teamwork is a lot of people doing

Premises ---- Generally known as Proj Management Office or

simply Project Office (PO) offer all sorts of technical
assistance to the PM.
Manpower ---- The second aspect of the Proj team is the
manpower which comprises according to the nature of the
Proj and policy of the parent Org. For a technical project, it
may include:

Proj Engineer
Manufacturing / Site / Production / Plant
Field Engr
Contract Administrative
Proj Controller / Dir Finance
Support Services Manager / HR Mgr

IT and Paperwork ---- It includes computers, telephones, fax

and photocopy machines, associated computer software and
allied equipments (OH projectors etc)
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AREAS OF EXPERTISE NEEDED BY

THE PROJECT TEAM

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PM - Leading the Project -7 Principles

1. People own what they participate in.
2.Team members who understand the project are
more committed to making it successful.
3.People are inspired by what is meaningful to
them.
4.Show your appreciation for the contributions:
Recognize accomplishments and thank people
for the work they do.
Celebrate successes.
Respect each persons and teams inputs and
opinions.
Stand up for the team.
Be honest.
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5. -Build
a teamthe
and maintain
of
PM
Leading
Projectan
-7environment
Principles

mutual trust and respect.

Honor diversity of thinking, learning, and other
individual differences.
Dont make promises you cant keep.
Keep your commitments.
Value each persons inputs and ideas.
Be honest.
Eliminate blame.

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PM - Leading the Project -7

Principles
6. Use team-based tools for planning, monitoring,

idea
contd:
generation, decision making, and conflict resolution so that
the team can make good decisions and reach consensus
quickly.
7.

Empower the team.

Clearly define the roles that each person involved with the
project will play and hold each person to those roles.

Clearly define what is expected from the team and from each
individual on it.

Provide adequate resources to get the job done.

Make sure the people on the team have the skills and
knowledge to get the job done.

Make sure your team has the project and team skills it will need
to be successful.

Clearly define accountability for results.

Push decision making down to the lowest level possible.

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EMPOWERING THE TEAMS

5 stages
1st -

THE FORMING STAGE

2nd-

THE STORMING STAGE

3rd - THE NORMING STAGE

4th - THE PERFORMING STAGE
5th - THE MOURNING STAGE

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1st Stage: THE FORMING STAGE

When a team is forming, they answer the questions
like:

Why are we here?

What is my role in this endeavor?
Who are these other people and how will we get along?
Whats the project leader like and how will he or she run this
project?

In the forming stage:

Team members are polite.
In this stage the project begins at the kick off and ends when
people stop being polite and conflicts begin to emerge.
Set the right tone for the project and move through this first
stage of team formation quickly.
If youre successful at the forming stage, the team will
naturally move on to the next stage of development:
Storming.
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2nd Stage-THE STORMING STAGE

When the team starts feeling a

realization of the actual

challenges, the STORMING STAGE erupts.

Resultantly, disagreements may arise about what needs to
be done and who will do it.
The greater the stretch goals for the project, the more vocal
the storming stage.
Its healthy to have conflicts over what should be done and
how it should get done, as long as those conflicts are brought
to the surface and resolved.
Storming is a necessary and useful stage as it helps create
understanding, alignment, and ownership.
Storming may last through much of the planning process.
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 The norming stage usually emerges at the end of planning or

beginning
of the implementation
depending on
3inrdthe
stage
- THE
NORMINGphase,
STAGE
the complexity and controversy associated with the project
and with your skills at working through the first two stages.
By this stage the projects goals, roles, and boundaries have
been clarified and accepted by team members. They have
taken ownership and accountability for getting the work
done.
Conflicts having been resolved, the team moves on to the
next stage of development called norming.
In the norming stage, people get on with doing their own
work.
This stage comes as a big relief to both the project leader
(PM) and the project team members.

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4In
th the performing stage the team becomes a true
stage - THE PERFORMING STAGE
team, working in unison, supporting one another.
The team, not the PM, manages the project.
Team members make adjustments to keep the
deliverables on track; they monitor progress and
manage change.
The team takes full ownership and accountability,
not only for the project, but for the team dynamics
as well.
Remember to recognize accomplishments and
celebrate successes. Make it a theme.

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5th stage- THE MOURNING STAGE

Since, all projects are temporary and so inevitably the peak
experience must come to an end. At that point the team hits
the mourning stage.
In the mourning stage its important to both celebrate and to
mourn.
Its time for closure on the team processsaying goodbye to
friends and associates.
People dont like to leave a high-performing team because
they feel good about themselves and what theyve
accomplished together.
They have enjoyed being a member of a team and
contributing to something larger than themselves.
A closing ritual can be helpful to help bring a close to the
project.

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Assignment & Quiz-2

Page 131
Incidents for discussion (presentations by ----------- and
-----------

Page 140
What it takes to be a good Project Manager by B.Z. Posner

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Thank you for investing your time with me.

Now go to the library and do Additional
reading to refine your understanding
of Project Manager.
Thank you
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