Project management

1. THE ROLE OF THE PROJECT MANAGER

2. The primary responsibility of the project
manager is to ensure that all work is completed on
time, within budget and scope, and at the correct
performance level.

3. What Is Managing?
 comprising the 5 Process Groups:
initiating,
planning,
executing,
monitoring and controlling, and
closing

4. A project manager must:
> understand the mission and vision of the organization
first;
 see how the project they are managing meshes with
the organization’s mission,
 steer the project to ensure that the interests of the
organization are met.

5. skills a project manager needs are people skills;
perform technical work in addition to managing
the job;

6. is to ensure that everyone in the project team
has what he needs to do his job well.
must exercise both leadership and
management skills.

7. > Planning everything from execution to delivery
• Negotiating current employees’ job responsibilities,
• Managing their times and achieving their commitment
to the project,
• Contracts will need to be reviewed and keeping
everyone in check to make sure that the team’s moves
along in accordance with the plan.

8.  Directing the team to achieve a common goal
• Negotiating current employees’ job responsibilities,
• Managing their times and achieving their commitment
to the project,

9.  Delegating work effectively;
 Managing the resource of time
– Objective
– Process
– Estimating duration
– Schedule development
– Schedule control

10. > Managing the deployment deliverables
– What are the changes being made in the organization?
– What is the team doing?
– Why are we doing it?
– Is there a business opportunity or risk?
– How are we going to do it?
– What are the popular project management techniques?
– Who is doing what?
– Where are the records and project documents?
– What are the specifications, schedule, meetings etc?
– When are the things being done?

11. Monitoring progress and track roadblocks
Conducting regular meetings
Establishing a shared vision
Managing documentation and reports

12.  Coming up with a Plan B
– Arrange for extra resources.
– Manage time in difficult circumstances.
– Have an alternate plan to justify the expectations
of the clients.

13. > Creating a self-governing team
• More adept to taking on challenges and dealing with
changes in client requirements.
• More capable of coordinating with clients and
juggling responsibilities,
• More comfortable with changing roles and working
in more niches than just one.

14.  Keeping the team close-knit
• Every member of the team gets regular feedback.
• Everyone understands their individual roles and
responsibilities well.
• Everyone communicates well.
• The team has enough resources and tools for
effective collaboration.

15.  Coordinating with the clients
• documentation of data and allotment of tasks,
• must negotiate about the requirements of the project with
the clients and the stakeholders.
• to bring clarity to the clients about how they should go
about the project and everything that the team can do for
them.
• to have the clients and stakeholders review all the work
and determine what needs change and what needs
improvement.

16. Managing the Project Team

17. Teams don’t just happen—they must be built!
• The problem of commitment is a major one for both
organizations and project teams.
• It is especially significant in matrix organizations, in
which members of the project team are actually
members of functional groups and have their own
bosses but report to the project manager on a
“dotted-line” basis.

18. Steps In Organizing A Project Team
1. Decide what must be done, using work breakdown
structures, problem definitions, and other planning
tools.
2. Determine staffing requirements to accomplish the
tasks identified in the first step.
3. Recruit members for the project team.
4. Complete your project plan with the participation of
team members.

19. Recruiting
• The candidate possesses the skills necessary to perform the
required work at the speed needed to meet deadlines.
• The candidate will have his needs met through participation in
the project.
• The applicant has the temperament to fit in with other team
members who have already been recruited and with the
project manager and other key players.
• The person will not object to overtime requirements, tight
timetables, or other project work requirements.

20. If possible, the entire team should participate in
developing the team’s mission statement. This is a
tremendous team-building activity in itself!

21. Team Issues
A team must deal with four general issues:
• goals,
• roles and responsibilities,
• procedures, and
• relationships

22. The problem is with our failure to solicit feedback
from team members in order to be sure that they
understood; in addition, members themselves are
sometimes reluctant to admit that they haven’t
understood.

23. • Project leaders must establish a climate of open
communication with the team in which no one feels
intimidated about speaking up.

24. Working Out Procedures
• The key word here is “processes.”
• The work must be done as efficiently and as effectively as possible,
and improvement of work processes is a very important issue today.
• It is commonly called re-engineering and is the analysis and
improvement of work processes to make the organization more
competitive.
• The difficulty that most teams have with process is that they get so
focused on doing the work that they forget to examine how it is
done.

25. Relationships in Teams Friction
• occurs in nearly every interaction between human
beings.
• There are misunderstandings, conflicts, personality
clashes, and petty jealousies.
• personality clashes are the result of people’s lack of
good interpersonal skills.

26. The most popular terms for the stages of team
development are:
Forming
Storming
Norming
Performing

27. • In the forming stage, people are concerned with how
they will fit in and with who calls the shots, makes
decisions, and so on.
- During this stage, they look to the leader (or
someone else) to give them some structure—that is, to
give them a sense of direction and to help them

28. • A leader’s failure to do this may result in loss of the
team to some member who exercises what we call
informal leadership.

29. At the norming stage,
– Team begins to resolve their conflicts and to settle down to
work.
– Each individual has found her place in the team and knows
what to expect of the others.
– When the team reaches the performing stage, the leader’s
job is easier.
– Members generally work well together now, enjoy doing
so, and tend to produce high-quality results.

30. • Delegative leadership is the proper style in the
performing stage of a team’s development.

31. Rule for developing commitment to a team or
organization
1. Have team members interact frequently so that they gain a sense of being a
team.
2. Be sure that individual needs are being met through participation in the team.
3. Let all members know why the project is important.
4. Make sure all members share the goals of the team. One bad apple can spoil the
barrel.
5. Keep competition within the team to a minimum. Competition and cooperation
are opposites. Let members compete with people outside the team, not within it.

32. THE PROJECT MANAGER AS
LEADER

33. Leadership Characteristics

35. What is positive organizational culture?
• gets respect from employees by providing them with
an environment of trust, collaboration, accountability,
and accomplishment.
• supporting employees in their decision-making
process, a positive company culture empowers
employees to achieve bigger and better results.

36. • Establish Trust
• Determine The Current Culture
• Define the Ideal Workplace Culture
• Set Clear Expectations and Goals
• Measure Goals and Give Feedback Frequently
• Recognize And Reward Good Work
• Develop Employees
• Focus on Employee Engagement
What initiatives can motivate people?

37. • Setting Goals
• Innovation
• Group Problem Solving
• Organic Team Development
• Celebrate wins
• Set an Example
• Identify what’s In It for Them

38. Determining the Appropriate Approach to
Conflict Resolution
1. Avoidance. occurs when an individual delays the issue,
withdraws from the situation, or avoids the conflict
altogether.
2. Accommodating - individual focuses on meeting the
needs of the other person, to the exclusion of
everything else.
3. Compromising - an attempt to find the middle ground in
which neither party gets all that it is seeking.

39. 4. Collaborating. both parties work together to come to a
mutually beneficial solution; this is typically a win-win
scenario.
5. Forcing/Competing. This is the my-way-or-the-highway
approach, when one individual forges ahead with his
idea.

40. Best Practices For Efficiently Run Project
Status Meetings
• Prepare in advance; don’t expend valuable time accomplishing the work in
the meeting.
• Establish meeting ground rules such as:
– Minimum number of members for a quorum (enough to hold the
meeting).
– Consensus (in case of a deadlock, if five members agree, then the
meeting proceeds, with the possibility to revisit the issue).
– All titles are left at the door (this is worth mentioning again).
– Confidentiality
– One person speaks at a time.
– Start on time; end on time.

41. • Appoint a timekeeper to help you keep to your
schedule.
• Recruit a scribe to record and distribute meeting
minutes.
• Focus on participation to ensure that every voice is
heard.
• Ensure that all electronic devices are off or on
vibrate.