Kloj

1. Faculty of Engineering
Somali National University
Course Name : Project Management
Course code : EPC 2309
Abdikadir Yusuf
March 05,2021

2. Lecturer Outline
• Introduction
• Controlling
• Directing
• Project Authority
• Interpersonal Influences
• Barriers to Project Team Development
• Team Building as an Ongoing Process
• Leadership in a Project Environment
• Value-Based Project Leadership
• Transformational Project Management Leadership
• Organizational Impact
• Employee–Manager Problems
• Management Policies and Procedures
• Human Behavior Education

3. • INTRODUCTION
The project manager measures his success by how well he can negotiate with both upper-level
and functional management for the resources necessary to achieve the project objective.
The functional manager, however, expresses more concern for the individual needs of the
employee.
Modern practitioners still tend to identify management responsibilities and skills in terms of the
principles and functions developed in the early management schools, namely:
● Planning
● Organizing
● Staffing
● Controlling
● Directing

4. • CONTROLLING
Controlling is a three-step process of measuring progress toward an objective, evaluating
what remains to be done, and taking the necessary corrective action to achieve or exceed
the objectives. These three steps—measuring, evaluating, and correcting—are defined as
follows:
1. Measuring: determining through formal and informal reports the degree to which
progress toward objectives is being made
2. Evaluating: determining cause of and possible ways to act on significant deviations from
planned performance
3. Correcting: taking control action to correct an unfavorable trend or to take advantage of
an unusually favorable trend

5. • DIRECTING
Directing is the implementing and carrying out (through others) of those approved plans that
are necessary to achieve or exceed objectives. Directing involves such steps as:
● Staffing: seeing that a qualified person is selected for each position
● Training: teaching individuals and groups how to fulfill their duties and responsibilities
● Supervising: giving others day-to-day instruction, guidance, and discipline as required so
that they can fulfill their duties and responsibilities
● Delegating: assigning work, responsibility, and authority so others can make maximum
utilization of their abilities
● Motivating: encouraging others to perform by fulfilling or appealing to their needs
● Counseling: holding private discussions with another about how he might do better work,
solve a personal problem, or realize his ambitions
● Coordinating: seeing that activities are carried out in relation to their importance and with
a minimum of conflict

6. • PROJECT AUTHORITY
Project management structures create a web of relationships that can cause
chaos in the delegation of authority and the internal authority structure. Four
questions must be considered in describing project authority:
● What is project authority?
● What is power, and how is it achieved?
● How much project authority should be granted to the project manager?
● Who settles project authority interface problems?

7. • PROJECT AUTHORITY
Failure to establish authority relationships can result in:
● Poor communication channels
● Misleading information
● Antagonism, especially from the informal organization
● Poor working relationships with superiors, subordinates, peers, and associates
● Surprises for the customer

8. • PROJECT AUTHORITY
The following are the most common sources of power and authority problems in a
project environment:
● Poorly documented or no formal authority
● Power and authority perceived incorrectly
● Dual accountability of personnel
● Two bosses (who often disagree)
● The project organization encouraging individualism
● Subordinate relations stronger than peer or superior relationships
● Shifting of personnel loyalties from vertical to horizontal lines
● Group decision making based on the strongest group
● Ability to influence or administer rewards and punishment
● Sharing resources among several projects

9. • INTERPERSONAL INFLUENCES
There are five such interpersonal influences:
● Legitimate power: the ability to gain support because project personnel perceive the project
manager as being officially empowered to issue orders
● Reward power: the ability to gain support because project personnel perceive the project
manager as capable of directly or indirectly dispensing valued organizational rewards (i.e.,
salary, promotion, bonus, future work assignments)
● Penalty power: the ability to gain support because the project personnel perceive the
project manager as capable of directly or indirectly dispensing penalties that they wish to
avoid; usually derives from the same source as reward power, with one being a necessary
condition for the other
● Expert power: the ability to gain support because personnel perceive the project manager as
possessing special knowledge or expertise (that functional personnel consider as important)
● Referent power: the ability to gain support because project personnel feel personally
attracted to the project manager or his project

10. • LEADERSHIP IN A PROJECT ENVIRONMENT
Leadership can be defined as a style of behavior designed to integrate both the
organizational requirements and one’s personal interests into the pursuit of
some objective. All managers have some sort of leadership responsibility. If time
permits, successful leadership techniques and practices can be developed.
Leadership is composed of several complex elements, the three most common
being:
● The person leading
● The people being led
● The situation (i.e., the project environment)

11. • VALUE-BASED PROJECT LEADERSHIP

12. • ORGANIZATIONAL IMPACT
In most companies, whether or not project-oriented, the impact of management emphasis
on the organization is well known. In the project environment there also exists a definite
impact due to leadership emphasis. The leadership emphasis is best seen by employee
contributions, organizational order, employee performance, and the project manager’s
performance:
● Contributions from People
● Organizational Order
● Employee Performance
● Performance of the Project Manager

13. • EMPLOYEE–MANAGER PROBLEMS
The two major problem areas in the project environment are the “who has what authority and
responsibility” question, and the resulting conflicts associated with the individual at the project–
functional interface. Almost all project problems in some way or another involve these two major
areas. Other problem areas found in the project environment include:
● The pyramidal structure
● Superior–subordinate relationships
● Departmentalization
● Scalar chain of command
● Organizational chain of command
● Power and authority
● Planning goals and objectives
● Decision making
● Reward and punishment
● Span of control

14. • HUMAN BEHAVIOR EDUCATION
All too often, lectures on human behavior focus upon application of the theories and
principles based upon a superior (project manager) to subordinate (team member)
relationship. This approach fails because:
● Team members can be at a higher pay grade than the project manager.
● The project manager most often has little overall authority.
● The project manager most often has little formal reward power.
● Team members may be working on multiple projects at the same time.
● Team members may receive conflicting instructions from the project managers and their
line manager.
● Because of the project’s duration, the project manager may not have the time necessary
to adequately know the people on the team on a personal basis.
● The project manager may not have any authority to have people assigned to the project
team or removed.

15. • HUMAN BEHAVIOR EDUCATION
Topics that managers and executives believe should be covered in
more depth in the behavioral courses include:
● Conflict management with all levels of personnel
● Facilitation management
● Counseling skills
● Mentorship skills
● Negotiation skills
● Communication skills with all stakeholders
● Presentation skills

16.  END