proyecto

1. Copyright 2009 John Wiley & Sons, Inc.
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
1. Expectations are more specific
2. The resources are more diverse–and
many are not even in your department
3. Deadlines are shorter
4. 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 uses the analytic approach
while project manager uses the systems approach
 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. Project Manager Responsibilities
1. The parent company
2. The project/client
3. The project staff

13. The Parent Company
 Proper usage of resources
 Timely and accurate reports
 Keep project sponsor informed

14. 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

15. 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

16. 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

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

18. 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

19. 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

20. 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

21. Dealing with Obstacles
 Every project is unique
 The project manager will face a series
of crises
 A big problem is “scope creep”

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

23. Making Project Goal Trade-Offs
 Trade-offs involve…
1. Cost
2. Time
3. Performance
 Multiple projects
 Project goals and organizational goals
 Project, firm, career

24. 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

25. Breadth of Communication
1. Why the project exists
2. Some projects fail
3. Top management support needed
4. Information network needed
5. Must be flexible

26. Negotiations
 Acquiring adequate resources
 Motivating personnel
 Dealing with obstacles
 Making project goal trade-offs
 Handing failure
 Maintaining communication

27. Selecting the Project Manager
1. Credibility
2. Sensitivity
3. Leadership, ethics, and management
style
4. Ability to handle stress

28. Creditability
1. Technical credibility
2. Administrative credibility

29. Sensitivity
 Political sensitivity
 Interpersonal sensitivity
 Technically sensitivity

30. Leadership, Ethics, and Management
Style
 Leadership
 Strong sense ethics
 A management style that fits the project

31. Ability to Handle Stress
1. No consistent procedures
2. Too much to do
3. High need to achieve
4. Organizations in change

32. 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

33. Aspects of Culture
 Technology
 Institutions
 Language
 Aesthetic values

34. Culture and the Project
 Time
 Staffing projects
 Knowledge of people

35. Impact of Institutional
Environments
1. Socioeconomic environment
2. Legal environment
3. Business cycle as an environment
4. Technologically environment

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

37. Legal Environment
 Different countries/regions have different
legal structures
 The project must conform to those laws
 Ownership of the project
 Patents
 Copyrights
 Trademarks
 Trade secrets

38. 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

39. 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