![Page 1: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/1.jpg)
2-1
The Manager, the Organization, and the Team
![Page 2: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/2.jpg)
2-2
THE PM’S ROLES
![Page 3: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/3.jpg)
2-3
Facilitator
Manager-As-Supervisor Versus Manager-As-Facilitator
Systems Approach Versus Analytical Approach– suboptimization
Must ensure project team members have appropriate knowledge and resources
Micromanagement
![Page 4: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/4.jpg)
2-4
Communicator
Figure 2-1 Communication Paths Between a Project’s Parties-At-Interest
![Page 5: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/5.jpg)
2-5
Virtual Project Manager
Geographically Dispersed Projects Communication Via
– email– Web– telephone– video conferencing
“Never let the boss be surprised!”
![Page 6: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/6.jpg)
2-6
THE PM’S RESPONSIBILITIES TO THE PROJECT
![Page 7: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/7.jpg)
2-7
Three Overriding Responsibilities Acquiring Resources
– getting necessary quantity and quality can be key challenge
– “irrational optimism”
Fighting Fires and Obstacles Leadership and Making Trade-Offs
![Page 8: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/8.jpg)
2-8
Negotiation, Conflict Resolution, and Persuasion Necessary to meet three overriding
responsibilities
![Page 9: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/9.jpg)
2-9
SELECTION OF A PROJECT MANAGER
![Page 10: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/10.jpg)
2-10
Key Criteria
Credibility - The PM is believable– technical credibility– administrative credibility
Sensitivity - Politically Astute and Aware of Interpersonal Conflict
Leadership, Style, Ethics - Ability to Direct Project in Ethical Manner
![Page 11: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/11.jpg)
2-11
FITTING PROJECTS IN THE PARENT ORGANIZATION
![Page 12: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/12.jpg)
2-12
More on “Why Projects?”
Emphasis on Time-to-Market Need for Specialized Knowledge from a
Variety of Areas Explosive Rate of Technological Change Accountability and Control
![Page 13: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/13.jpg)
2-13
Project Organization Continuum
FunctionalOrg.
Functional Matrix
MatrixBalanced
ProjectMatrix
ProjectOrg.
Functional Mgrs. have most if not all authority
Project Mgrs. havemost if not all authority
![Page 14: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/14.jpg)
2-14
Figure 2-2 The Pure Project Organization
![Page 15: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/15.jpg)
2-15
The Pure Project Organization Advantages
– Effective and efficient for large projects– Resources available as needed– Broad range of specialists– short lines of communication
Drawbacks– Expensive for small projects– Specialists may have limited technological depth– May require high levels of duplication for certain
specialties
![Page 16: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/16.jpg)
2-16
Figure 2-3 Functional Project Organization
![Page 17: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/17.jpg)
2-17
Functional Project Organization
Advantages– technological depth– Fractional resource issue is minimized
Drawbacks– lines of communication outside functional
department slow– technological breadth– project rarely given high priority
![Page 18: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/18.jpg)
2-18
Figure 2-4 Matrix Project Organization
![Page 19: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/19.jpg)
2-19
Matrix Project Organization Advantages
– flexibility in way it can interface with parent organization– strong focus on the project itself– contact with functional groups minimizes projectitis– ability to manage fundamental trade-offs across several
projects
Drawbacks– violation of the Unity of Command principle– complexity of managing full set of projects– conflict
![Page 20: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/20.jpg)
2-20
Figure 2-5 Mixed Project Organization
![Page 21: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/21.jpg)
2-21
THE PROJECT TEAM
![Page 22: 2-1 The Manager, the Organization, and the Team. 2-2 THE PM’S ROLES](https://reader036.vdocument.in/reader036/viewer/2022062409/5697bfe91a28abf838cb6b45/html5/thumbnails/22.jpg)
2-22
Characteristics of Effective Project Team Members Technically Competent Politically Sensitive Problem Orientation Goal Orientation High Self-Esteem