The project manager - A managerial approach - chapter 3 - software engineering

Project manager roles and qualities

1. Chapter 3 The Project Manager

2. Introduction According to Rear Admiral Grace Hopper, inventor of COBOL and a computer visionary, “Leadership and management are two different things. You lead people and you manage projects.”

3. Leadership and Management Leadership is a talent only a few are born with Management is a skill that anyone can acquire

4. Projects are Riskier Expectations are more specific The resources are more diverse–and many are not even in your department Deadlines are shorter No chance to do better next time if there is a problem

5. Project Management and the Project Manager The project manager functions as a mini-CEO The project manager must have a clear understanding of how the project fits into the overall organization This is why broad knowledge is more valuable than technical knowledge Budgets, timetables, and criteria, magnify management problems on projects

6. The Project Manager Continued The project manager should come into the project early We want him to help produce as much of the project plan as possible This helps insure that the project manager “buys into” the plans Over time, plans are refined and people are added to the project staff

7. Functional Management Figure 3-1

8. Functional Management Continued Department heads are usually functional specialists They have the technical skills to evaluate all members of their organization They decide who performs each task and, to a certain degree, how the task is performed That is, they exercise a great deal of control over every aspect of the work that gets performed within their area

9. Project Management Figure 3-2

10. Project Management Continued 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 The project manager rarely decides who performs each task and lacks the technical skills to evaluate much of the work performed on the project That is, they exercise very little control over most aspects of the work that gets performed on the project

11. Comparing Functional & Project Managers Functional manager needs technical skills while project manager need negotiation skills Functional manager must be skilled at analysis while project manager must be skilled at synthesis Functional manager is responsible for a small area while project manager is responsible for the big picture Functional manager is a manager while the project manager is a facilitator

12. Special Cases When a project is small When a project is large

13. Project Manager Responsibilities The parent company The project/client The project staff

14. The Parent Company Proper usage of resources Timely and accurate reports Covered in detail later Keep project sponsor informed

15. The Project / Client Preserve the integrity of the project This may be difficult with all sides wanting changes Keep the client informed of major changes

16. The Project Staff 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

17. Special Demands on 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

18. Acquiring Adequate Resources Project budgets are usually inadequate There are resource trade-offs that must be considered Crises occur that require special resources

19. 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

20. Acquiring and Motivating Personnel Continued The functional manager also decides… The skill level to assign The pay and promotion of the worker assigned to the project Additionally, the worker will most likely return to the functional manager once the project is finished

21. Acquiring and Motivating Personnel Continued Once workers are assigned to a project, the project manager must motivate them The project manager have little or no control over pay and promotion This is especially true in shorter projects

22. Q ualities High-quality technical skill Political sensitivity Strong problem orientation Strong goal orientation High self-esteem

23. Dealing with Obstacles Every project is unique The project manager will face a series of crises

24. Dealing with Obstacles Continued Early problems associated with resources Later problems are associated with… Last-minute schedule and technical changes What happens to the team when the project is completed

25. Failure and the Risk and Fear of Failure Well understood projects (Type 1)… Appear simple Natural flow introduces problems Poorly understood project (Type 2)… Many difficulties early on Most are planning problem May have psychic consequences

26. Breadth of Communication Why the project exists Some projects fail Top management support needed Information network needed (inside and outside inbfo needed)

27. Negotiations Acquiring adequate resources Motivating personnel Dealing with obstacles Handing failure Maintaining communication

28. Selecting the Project Manager Credibility Sensitivity Leadership, ethics, and management style Ability to handle stress

29. Creditability Technical credibility - P erceived  by the  client, senior  executives, the functional  ddepartment,and  the project team as possessing sufficient  technical  knowledge  to direct   the project. Administrative credibility - K eeping  the project on schedule and within costs and  making sure  reports are accurate and timely.   Must  also make sure the project team has material, equipment, and labor when needed.

30. Sensitivity Political sensitivity- Interpersonal sensitivity- PM needs to sense interpersonal confict on the project team or between team members and outsiders. Technically sensitivity- The PM must be able to sense when things are not progressing properly. Finally, the PM needs a sensitive set of technical sensors. It is common, unfortunately, for otherwise competent and honest team members to try to hide their failures.

31. Leadership, Ethics, and Management Style Leadership Strong sense ethics A management style that fits the project For agile models For waterfall models

32. Ability to Handle Stress No consistent procedures Too much to do High need to achieve (Demand is greater than the person ability)

33. Problems of Cultural Differences Project managers must adapt to the social/cultural environment in which they are workings This is especially true when the project is in another country There can be real problems on international projects when a culture’s opinion of some group are different from the firm’s

34. Aspects of Culture Technology Institutions Language Aesthetic values

35. Culture and the Project Time Staffing projects Knowledge of people

36. Impact of Institutional Environments Socioeconomic environment Legal environment Business cycle as an environment Technologically environment

37. Socioeconomic Environment Must deal with the local government Local government is interested in its citizens Must honor local customs

38. Legal Environment Different countries/regions have different legal structures The project must conform to those laws Projects may also have to conform to US laws

39. Legal Environment Continued Ownership of the project Patents Copyrights Trademarks Trade secrets

40. The Business Cycle as an Environment The business environment can be very different in various countries The general economic environment can also be different Cost of living Unemployment Average income Work day

41. Technological Environment The US is very technologically advanced Some other countries are less advanced This affects the technology available for the project It affects the local worker’s ability to understand and use technology

42. Multicultural Communications and Management Behavior Cultural differences have a tremendous impact on project personnel Differences in value systems present problems to project personnel The logistics of relocating project personnel on international projects is huge This is especially true in developing countries Large distances constrain travel Just getting to a meeting may take days Language and educational differences present communication problems