Stage I Project Initiation Project Planning Project Execution 1 Lecture Notes on Chapter 3 The Project Manager 2 Objectives of the Lecture Notes Recognize challenges facing the project manager. Distinguish between functional and Project managers. Verify responsibilities of project manager. Identify attributes of effective project manager slide3 The Project Manager The project manager can be chosen and assigned as soon as the project is selected for funding, This simplifies several start up activities The project manager can be chosen later, This makes things difficult Senior management briefs the project manager Project manager begins with a budget and schedule As people are added these are refined slide4 5 Functional Management Vice President for Marketing Agency Director Sales Marketing Research Marketing Service Group Administration Functional Management Department heads are usually functional specialists They have the required technical skills to evaluate all members of their organization Functional managers: Decide who performs each task Decide how the task is performed Exercise a great deal of control over every aspect of the work that gets performed within their area slide6 Project Management 7 Project manager Finance Procurement Planning Engineering Quality Manufacturing Contracts Procurement: is the acquisition of goods, services or works from an outside or external source. Project Managers 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 Project managers: Rarely decide who performs each task Lack the technical skills to evaluate much of the work performed on a particular project Exercise control very little over most aspects of the work that gets performed on the project slide8 Functional Manager VS Project Manager slide9Functional managerProject managerDecides who performs each taskDecides how the task is performedcontrols every aspect of the work Rarely decides who performs each taskDoes not evaluate work performed on a particular projectExercise little control on work aspects of the project Comparing Functional & Project Managers 3-10Functional ManagersProject Managersneed technical skillsneed negotiation skillsshould be more skilled at analysisshould be more skilled at synthesisuse the analytic approachuse systems approachresponsible for a small arearesponsible for the big pictureact as managersact as facilitatorsresponsible for a small arearesponsible for the big pictureact as direct, technical supervisorsact as facilitators and generalists Comparing Functional & Project Managers Functional managers need technical skills; project managers need negotiation skills Functional managers should be more skilled at analysis; project managers should be more skilled at synthesis Integrating individual tasks withi.

1. Stage I
Project Initiation
Project Planning
Project Execution
1
Lecture Notes on Chapter 3
The Project Manager
2
Objectives of the Lecture Notes
Recognize challenges facing the project manager.
Distinguish between functional and Project managers.
Verify responsibilities of project manager.

2. Identify attributes of effective project manager
slide3
The Project Manager
The project manager can be chosen and assigned as soon as the
project is selected for funding,
This simplifies several start up activities
The project manager can be chosen later,
This makes things difficult
Senior management briefs the project manager
Project manager begins with a budget and schedule
As people are added these are refined
slide4
5
Functional Management

3. Vice President for Marketing
Agency Director
Sales
Marketing Research
Marketing Service
Group Administration
Functional Management
Department heads are usually functional specialists
They have the required technical skills to evaluate all members
of their organization
Functional managers:
Decide who performs each task
Decide how the task is performed
Exercise a great deal of control over every aspect of the work
that gets performed within their area
slide6

4. Project Management
7
Project manager
Finance
Procurement
Planning
Engineering
Quality
Manufacturing
Contracts
Procurement: is the acquisition of goods, services or works
from an outside or external source.
Project Managers
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
Project managers:
Rarely decide who performs each task
Lack the technical skills to evaluate much of the work
performed on a particular project
Exercise control very little over most aspects of the work that
gets performed on the project

5. slide8
Functional Manager VS
Project Manager
slide9Functional managerProject managerDecides who performs
each taskDecides how the task is performedcontrols every
aspect of the work Rarely decides who performs each taskDoes
not evaluate work performed on a particular projectExercise
little control on work aspects of the project
Comparing Functional & Project Managers
3-10Functional ManagersProject Managersneed technical
skillsneed negotiation skillsshould be more skilled at
analysisshould be more skilled at synthesisuse the analytic
approachuse systems approachresponsible for a small
arearesponsible for the big pictureact as managersact as

6. facilitatorsresponsible for a small arearesponsible for the big
pictureact as direct, technical supervisorsact as facilitators and
generalists
Comparing Functional & Project Managers
Functional managers need technical skills; project managers
need negotiation skills
Functional managers should be more skilled at analysis; project
managers should be more skilled at synthesis
Integrating individual tasks within the project into a unified
effort that is greater than the total of individual task effort
slide11
Wikipedia: Synthesis
1.
to form (a material or abstract entity) by combining parts or ele
ments.
2.
to combine (constituent elements) into a single or unified chemi
cal entity.

7. Functional managers use the analytic approach; project
managers use systems approach
Functional managers are responsible for a small area; project
managers are responsible for the big picture
Functional managers act as managers; project managers act as
facilitators
slide12
Comparing Functional & Project Managers
Question
Identify the attribute that is NOT normally associated with the
job of functional manager.
a) The functional manager is usually a generalist in the area
being managed.
b) The functional manager is responsible for deciding what
resources will be devoted to accomplishing the task.
c) The functional manager is administratively responsible for
deciding how something will be done.
d) The functional manager is responsible for deciding who will
do the work.

8. Ans: a
slide13
Three Major Questions facing Project Managers
What needs to be done?
When must it be done?
How to obtain resources required to do the job?
slide14
Project Manager Responsibilities
The parent company
The project and the client
The project team
slide15

9. Question
The ideal project manager should be __________.
a) a direct, technical supervisor knowledgeable in the
technology of the process being used
b) both generalist/facilitator and have a high level of technical
competence in the science of the project
c) a facilitator and specialist with technical credibility
d) a technical specialist competent in principles of robust
design
Ans: b
slide16
The Parent Company
Proper usage of resources

10. Timely and accurate report
Keep project sponsor informed
slide17
The Project and the Client
Preserve the integrity of the project
This may be difficult with all sides wanting changes
Keep the client informed of major changes
slide18
The Project Team
Very few people will work for the project manager
The “team” will disband at the end of the project

11. 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
slide19
Project Management Career Paths
Might work on several projects simultaneously
Small short-term projects train new project managers
Start on small projects and work up to large projects
Experience as a project manager is often seen as a desirable step
on the corporate ladder
slide20

12. Project Manager Salaries
According to the Project Management Institute’s PMI collected
data from over 13,000 project managers in the United States.
Out of those surveyed, the median salary reported was $108,000
per year.
The survey also found that the Project Manager Professional
(PMP) credential can increase the project manager salary by up
to $10,000 a year, raising the median annual project manager
salary in the United States to over $100,000.
slide21
Salary & Experience
slide22

13. Engineering Project Manager salary
The average Engineering Project Manager salary in the United
States is $134,708 as of September 01, 2018, but the range
typically falls between $117,186 and $151,543. Salary ranges
can vary widely depending on many important factors,
including education, certifications, additional skills, the number
of years you have spent in your profession.
slide23
Question
When managing a project, the project manager is responsible for
__________.
a) auditing the project
b) executing the project
c) budgeting the project
d) designing the project
Ans: c
slide24

14. Special Demands on Project Manager
Acquiring adequate resources
Acquiring and motivating personnel
Dealing with obstacles
Making project goal trade-offs
Maintaining a balanced outlook
Breadth of communication
Negotiation
slide25
Acquiring Adequate Resources
Project budgets are usually inadequate
Resource trade-offs must be considered
Crises occur that require special resources
Availability of resources is seen as a “win-lose” proposition
slide26

15. 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
slide27
Acquiring and Motivating Personnel
The functional manager also decides:
The skill level to assign
The pay and promotion of the worker
Worker will most likely return to the functional manager once
the project is finished
Once workers are assigned to a project, the project manager
must motivate them
The project manager has little or no control over pay and
promotion

16. slide28
Most Important Characters for Team Members
High-quality technical skills
Political, and general, sensitivity
Strong problem solving orientation
Strong goal orientation
High self-esteem
slide29
Dealing with Obstacles
Every project is unique
The project manager should be ready to face a series of crises
A big problem is “scope creep”

17. Scope Creep refers to uncontrolled changes in the project scope
when the project is not properly defined
slide30
Dealing with Obstacles
Early problems are associated with resources
Later problems are associated with:
Last-minute schedule and technical changes
The happenings to a team when the project is completed
slide31
Making Project Goal Trade-Offs
Project managers must make trade-offs between the project
goals of:

18. Cost
Time
Scope
Ancillary ( Auxiliary) goals
Multiple projects
Project goals and organizational goals
Project, firm, career
slide32
Maintaining a Balanced Outlook
Hard to tell where a project is headed
Outlook can change over the life of a project
Technical problems cause waves of pessimism and optimism
Mood swings can hurt performance
Maintaining a positive outlook is a delicate job
slide33

19. Question
The project manager must make trade-offs between project
progress and process. Conceptually, this involves trade-offs
between the __________ functions.
a) technical and managerial
b) schedule and cost
c) performance and schedule
d) cost and performance
Ans: a
slide34
Breadth of Communication
Why projects exist
Some projects fail
Support of the top management is needed
A strong information network is needed
Must be flexible
slide35

20. Question
The project manager should be more skilled at
a) general management
b) technology
c) synthesis
d) analysis
Ans: c
slide36
Negotiations
Acquiring adequate resources
Motivating personnel
Dealing with obstacles
Making project goal trade-offs
Handing failure
Maintaining communication
slide37

21. Attributes of Effective Project Managers
Credibility
Sensitivity
Leadership, ethics, and management style
Ability to handle stress
slide38
Credibility
Technical credibility
Administrative credibility
slide39

22. Sensitivity
Political sensitivity
Interpersonal sensitivity
Technically sensitivity
slide40
Leadership, Ethics, and Management Style
Leadership
Strong sense of ethics
A management style that fits the project
slide41

23. Ability to Handle Stress
No consistent procedures
Too much to do
High need to achieve
Organizations in change
slide42
Problems of Cultural Differences
Project managers must adapt to the social and cultural
environment in which they are working
This is especially true when the project is in another country
Problems can arise in international projects, when a culture’s
opinion of some group is different from that of the firm

24. slide43
Aspects of Culture
Technology
Institutions
Language
Art
Social behavior
slide44
Culture and the Project
Time
Staffing projects
Knowledge of people

25. slide45
Let Us Practice
The project manager needs __________ credibility.
a) technical and personal
b) administrative and personal
c) technical and administrative
d) technical and financial
Ans: c
slide46
Let Us Practice
According to the authors the key to coping with the uncertainty
that happens at the end of a project, an obstacle that the project

26. manager must overcome is __________.
a) discipline
b) communication
c) planning
d) supervision
Ans: b
slide47
Let Us Practice
Project managers must have __________, which refers to
possessing enough technical abilities to direct the project.
a) technical credibility
b) managerial credibility
c) negotiation skill
d) drive to complete the task
Ans: a
slide48

27. Let Us Practice
Resources initially budgeted for a project are frequently
__________ for the task, partly because of natural optimism by
the proposer about how many resources are needed.
a) sufficient
b) delayed
c) insufficient
d) hindrances
Ans: c
slide49
Let Us Practice
Most of the time spent by a project manager is spent
__________.
a) attending technical workshops
b) overseeing the workforce
c) filing paperwork
d) communicating
Ans: d

28. slide50
Let Us Practice
Which of the following is NOT typically recommended to be
considered when hiring new team members?
a) high-quality technical skills
b) political, and general, sensitivity
c) strong goal orientation
d) low self-esteem
Ans: a
slide51
Let Us Practice
The project manager should be more skilled at __________,
whereas the functional manager should be more skilled at
__________.

29. Ans: synthesis; analysis
slide52Analysis refers to the ability to break down material into
its component parts so that its organizational structure may be
understood. Synthesis refers to the ability to put parts together
to form a new whole.
Let Us Practice
During the buildup stage of a project lifecycle, __________ is
the dominant goal of many project managers.
Ans: schedule
slide53
Let Us Practice
__________ results when the demands made on an individual

30. are greater than the person's ability to cope with them,
particularly when the person has a high need for achievement.
Ans: stress
slide54
Let Us Practice
The structure of a society is determined by its __________.
Ans: institutions
slide55
Let Us Practice
slide56
In Latin America, the __________ system
leads a manager to give preference

31. to relatives and friends when hiring.
Ans: compadre
relationship between the parents and godparents of a child is an
important bond that originates when a child is baptized in
Iberian and Latin American families.
Let Us Write
With respect to acquiring resources, there is a high potential for
conflict between the functional manager and the project
manager. Describe a major source of that conflict and suggest
how it can be properly managed.
slide57
Essay
The project manager often will seek individuals with scarce but

32. necessary skills. Moreover, the project manager will seek those
individuals who are top producers. However, these are the very
people the functional manager would like to retain to perform
the work of the function. In order to manage this conflict, the
use of an objective standard to set priorities is recommended.
Instead of seeking to optimize the project or the function, the
project manager and the functional manager should collaborate
to solve the problem in a manner that maximizes organizational
success for the business as a whole.
slide58
Let Us Write
At the inception of a project, crises tend to be associated with
resources. Explain why this scenario could be common in some
organizations.
slide59

33. Essay
Uniqueness is a characteristics shared by projects. Once the
technical plans to accomplish the project have been translated
into a budget and schedule, managerial reviews will often seek
to gain cuts in budget and/or schedule. Each time this happens,
the cuts will have to be translated into changes in technical
plans.
slide60
"The Emperor's New Clothes“ *
An Emperor demanded extremely unique suite of clothes.
two weavers who promised a new suit of clothes that they say
is invisible to those who are unfit for their positions, stupid, or
incompetent.
in reality, they make no clothes at all, making everyone believe
the clothes are visible to them.
The emperor parades before his subjects in his new "clothes",
no one dares to say that they do not see any suit of clothes on
him for fear that they will be seen as stupid.
Finally, a child cries out, "But he isn't wearing anything at all!"
slide61
* is a short tale written by Danish author Hans Christian
Anderson

34. Top 10 skills needed by 2020.*
1. Complex problem-solving
2. Critical thinking
3. Creativity
4. People management
5. Coordinating with others
6. Emotional intelligence
7. Judgement and decision-making
8. Service orientation
9. Negotiation
10. Cognitive flexibility
*the World Economic Forum “the Future of Jobs”
slide62

35. Complex problem-solving
1. Complex problem-solving
Topping the list as the most desired skill to have by 2020 is
complex problem-solving ability — defined by the report as the
capacity ‘to solve novel, ill-defined problems in complex, real-
world settings.’
slide63
Critical thinking
2. Critical thinking
Being a critical thinker will still be a valued skillset in the next
four years, according to the survey. But what does critical
thinking actually involve?
The answer is: logic and reasoning. Critical thinking involves
being able to use logic and reasoning to interrogate an issue or
problem, consider various solutions to the problem, and weigh
up the pros and cons of each approach.
slide64

36. Creativity
3. Creativity
As the World Economic Forum senior writer, Alex Gray
explains, ‘With the avalanche of new products, new
technologies and new ways of working, employees are going to
have to become more creative in order to benefit from these
changes.’
slide65
4. People management
4. People management
Irrespective of how many jobs get automated and how advanced
artificial intelligence becomes, employees will always be a
company’s most prized resource.
Human beings are more creative, better at reading each other,
and able to piggyback off each other’s ideas and energy. But
being human also means that we get sick, we get demotivated,
and we get distracted.

37. slide66
Coordinating with others
5. Coordinating with others
Social skills dominate the list again at number 5, and point to
the emerging trend of companies putting more emphasis on
strong interpersonal skills, and employees who play well with
others.
Collaboration is crucial in any work environment and this is
something that thankfully humans are still better at than robots!
slide67
Emotional intelligence
6. Emotional intelligence
The overwhelming response from HR officers and company
strategists was that when it comes to desirable skillsets,

38. ‘overall, social skills—such as persuasion, emotional
intelligence and teaching others — will be in higher demand
across industries’ of the future.
slide68
Judgement and decision-making
7. Judgement and decision-making
The ability to make sound judgement calls and the knack for
strong decision-making skills is forecast to move up the list to
nab the seventh spot by 2020.
This isn’t surprising considering the sheer volume of data that
organisations can now amass, and the growing need for
employees who can sift through the numbers, find actionable
insights, and use big data to inform business strategy and
decisions.
slide69

39. Service orientation
8. Service orientation
Defined as the ability to ‘actively loo[k] for ways to help
people,’ having strong service orientation skills is all about
shining a spotlight on consumers, and anticipating what their
needs will be in the future.
As the WEF report points out, businesses in the energy,
financial services and IT industries are ‘increasingly finding
themselves confronted with new consumer concerns about
issues such as carbon footprints, food safety, labour standards
and privacy.’
slide70
Negotiation
9. Negotiation
With robots infiltrating the workforce and job automation
flagged to become increasingly commonplace, social skills will
be more important than ever in the future.
Why? Because we’re far better at social interaction and
negotiations than robots are (for the time being, anyway).
Even people in purely technical occupations will soon be
expected to show greater interpersonal skills, and being able to
negotiate with your colleagues, managers, clients and teams will
be high up on the list of desirable skills.

40. slide71
Cognitive* flexibility
10. Cognitive flexibility
Cognitive flexibility is all about being a mental gymnast. If you
think of your brain as a gymnast’s floor, and imagine all the
different apparatuses (e.g. the rings, parallel bars, and balance
beam) as the different ways of thinking (e.g. the creative brain,
mathematical brain, critical thinking brain etc.) — cognitive
flexibility is how quickly (and easily) you can swing, leap and
twirl back and forth between different systems of thought.
* Intellectual, Reasoning, Thinking
slide72