Lesson 1: Project Management in Today's Time

Lesson 1: Project Management in Today's Time

Nowadays, creating a project is no longer a luxury but a necessity.

Frequently, a business is confronted with making a change like the
improvement of software for an enhanced business process, the
construction of a building, the assistance effort following a natural calamity,
and the expansion of sales into a new geographic market. These changes
are best planned and expertly managed as projects.

What is a Project?

A project is a temporary unique group activity intended to meet specific

objectives with constraints and requirements in scope, budget, schedule,
resources, performance factors and value designed to meet customer
needs. Based from the definition, a project is different from other
organizational efforts being undertaken by most organizations because of
the following reasons:

1. it has an established objective

2. it has a defined life span with beginning and an end
3. it requires the involvement of several department and professionals
4. it is doing something that has never been done before
5. it has specific time, budget, resources, performance and value-added
requirements

A project must come up with an output upon its completion called

deliverable. A deliverable is the measurable and tangible outcome or the
result of the completion of the project or the end of the project's life cycle. It
could be in the following forms:

1. hardware deliverable- these are items like table, prototype or a piece

of equipment
2. software deliverable - these are items like reports, studies handouts
and documentation
3. interim deliverable -these are items that could be hardware or software
and gradually advances as the project progresses
Classifications of a Project

Management always makes emphasis on projects that address the needs

and objectives of the organization. There are five classifications of projects
in the portfolio of most organizations-compliance, emergency, mission
critical operational and strategic projects (see Table 1). All projects are
selected based on selection criteria link to organization strategy except
compliance and emergency one due to the necessity nature of its execution.

Table 1 Classifications of a Project

Project Type Definition Examples

It is a "must" project to meet
the new requirements
· Healthcare
information protection
enforced by management
projects
1. Compliance itself and regulating bodies
like the government.
· Environmental
regulations projects
Penalties await non-
compliance.
It is a "must-do" project that is
· Rebuild factory
required to meet emergency
damaged by fire
condition. If not
2. Emergency
· Renovate plant
done will impair operation and
destroyed by a strong
will not be able to fulfill the
typhoon
core competencies of the firm.

· Construction of a
It is a project critical to the
data center for an
mission of the firm. If not
application services
accomplished shall cause
3. Mission critical provider
immediate and unacceptable
negative impact to the
· A new facility to
business.
test products
Operational project is
considered necessary in order
to give full support to the
present operations like
4. Operational · Six sigma projects
delivery systems upgrading for
efficiency, product costs
cutback and performance
enhancement.
· New product
It is a project that is vital to
design
support the long-term mission
5. Strategic
of increasing revenue and
· Development
market share.
projects
Source: Project Management: Process, Technology and Practice, 2013 by
Ganesh Viadyanathan
The Project Life Cycle

A project life cycle is also referred to as project lifespan. A project life cycle
is a compilation of a commonly sequential project phases from the time it is
originally envisioned until the time it is either make use of as a success or
discarded as a failure. The life cycle of a project serves as a basis for
managing a project considering its limited life span. There are expected
changes in the degree of effort and focus for each stage in the cycle of the
project. There are a number of life cycle models based on the kind of
industry or type of project.

Commonly, each project sequentially undergoes four stages namely

initiating, planning, executing and delivering. The project starts as soon as a
“go ahead" signal from management is given. Here are the different phases
in the project life cycle (see Figure 1):

1. Conceive/Initiation - In this stage the preliminary objective and

technical specifications for the project is developed; the scope of work
is decided; the necessary resources are identified; teams are formed
and important organizational stakeholders are sought for
commitments.
2. Planning - During this phase all comprehensive specifications,
schematics, schedule and other plans are developed; the individual
pieces of the project are broken down; individuals’ assignments are
prepared; and the process of completion clearly described.
3. Execution - In this step the actual work of the project is executed, the
system developed, or the product created or constructed. Here the
bulk of project team labor is carried out. The calculations made on
time, cost and specification during the previous stages are used for
control.
4. Transfer/Delivery/Closure - This leg occurs when the project is
completed and transferred to the customer, its resources reassigned
and the project formally ends.

The project life cycle also provides a beneficial way of imagining the
challenges to be encountered at some point in the life of a project. There
are five components of a project that might vary over the course of its life
cycle that may pose as challenges:

1. Client interest -This is the intensity of eagerness or concern by the

project's intended internal or external clients.
2. Project stake - It is the amount of investment by the organization in the
project which may increase as the life of the project becomes longer.
3. Resources - This is the commitment of financial, human and technical
resources that might amplify over the course of the life cycle of the
project.
 4. Creativity - It is the level of innovation needed by the project
principally at some point in the development stages.
5. Uncertainty - This is the degree of risk related with the project.
Normally, the riskiest is in the beginning of the project when many
challenges are still unknown and have not been discovered and dealt
with.

Project Attributes

Project attributes are a set of descriptive features and restrictions of a

project that describe significant information regarding the project and
communicate it to different stakeholders. They also illustrate project
performance and activity condition.

Project attributes provide as the foundation for gathering and evaluating

project statistics. Usually, they are utilized in planning, monitoring,
measuring and controlling project activities. Various project attributes are
used in project analysis in order to discover unsettled risks, verify cut-off
date status, keep an eye on milestones, allot resources, deal with changes,
and act on other activities of the project management process.

Here are some attributes that characterizes a project:

1. Importance - The project must be significant enough to the top

management in order to rationalize putting up a unique organizational
unit beyond the routine structure of the organization. The project will
surely fail if majority of those in the organization believe that the
project is not really essential. Some signs that the project is not
important consists of the following:
2. top management does not talk about it
3. the project leader belongs to a low stature or rank
4. the assignment of the project is delegated to an overstuffed employee
5. progress of the project is not being monitored
6. failure to oversee the needed resources for the project
7. Scope - A project is a one-time activity that has a detailed set of
desired outcomes. In order to attain the project goals, the project must
be broken down into subtasks. These subtasks needs cautious
synchronization and control concerning time, precedence, cost and
scope due to the difficult nature of a project.
8. Life span with a fixed deadline - A project has a life cycle just like any
natural bodies. It usually starts slow, then advances into a peak,
passes to a decline before completed within a deadline. A successful
project ends by being a part of the customary, current operations of
the parent organization. However,a project may also fail.
9. Interdependencies - A project may interrelate with other projects being
undertaken at the same time by the parent organization. This
interrelation is ordinary, particularly in competing for scarce resources.
Besides, a project always interrelates with the parent organization's
customary and current operations. A project may also interrelate with
the functional departments of marketing, finance, operations, human
resources and the like. Unlike the normal and patterned
interrelationship of the functional departments, that with a project is
variable.
 10. Uniqueness - No two projects are exactly the same due to some
degree of customization. The presence of uncertainty in a project
makes it impossible to complete it in a routine manner.
11. Resources - Majority of the resources required of a project has a
restricted budget. Budget is usually implied rather than
comprehensive, but is firmly limited.
12. Conflict-A project normally struggles with functional departments
in terms of human resources and other resources. In a multi-project
organization, the battle is the project vs. project clash for resources. On
the other hand, personnel working on a project must report to two
bosses at the same time. The problem with this situation is the
differing objectives and priorities of these two superiors.

Primary Goals of a Project

Project goals prioritize what is most essential. Yet, at some meetings of

people involved in a project these primary goals are not even discussed. In
order for the project to progress smoothly each meeting must be planned. A
small leap is alright for as long as people who are responsible for the
completion of the project should be driving it onward in a speedy, secure,
and realistic manner. The prime goals of a project are as follows:

1. Conclude the project within the planned timetable.

Within the specific time decided, the project must be completed. This
means that personnel responsible must do all feasible means to end the
project on time. Presumption and ineffectiveness during planning of the
scope has to be avoided. This avoidance will give realistic time schedule
with which to work.

2. Complete the project within the programmed budget.

Budgets are set in order to ensure that expenditures are well managed and
the money goes to where it is intended. Completion of the project within the
programmed budget makes obvious that personnel working on it has
manage the project responsibly.

3. End the project with the identical level of quality.

Regrettably, quality is commonly given up when a project delay happens in

order to catch up with the deadline. In order to conclude a project in a
speedy manner, some portions of it will require slimming down or slashing
entirely. Any revisions on the project plan due to problems encountered
must in no way barter with quality. It is evenly vital to maintain the high
quality of the entire project while keeping pace with the target date.

4. Terminate the project within the detailed guidelines.

In order to delight the customers, it is imperative to meet the customer's
needs. Concluding the project with the essentials the customer truly hunted
creates the "wow" feeling.

5. Make the best of the task that has been given.

A perfect project is unattainable. A project may experience major

peculiarities and setbacks like terror attacks, severe calamities of typhoons
and earthquakes, or war. With great project team leaders and teams, a
project could still be successful despite these disasters. Project goals were
attained because they have done their best with what appeared their way.

Why Project Management?

More and more commercial organizations of all sizes are employing project
management as their standard way of doing business. Today it is no longer
a special need management, thus rising fraction of effort of a typical firm is
being committed to projects. The importance and role of projects i'
contributing to the strategic direction of organizations is now given more
emphasis.

Project management is the science and art in the application of knowledge,

skills and techniques to execute projects effectively and efficiently toward
the accomplishment of its goals and objectives. It could be applied in the
development of a new product, the launch of a new service, or a marketing
campaign. In order to compete strategically in the market, project
management could be developed as a competency for organizations,
binding project outcomes to business goals.

More and more efforts of the organization are geared towards projects. The
role of projects in contributing to the strategic direction of the firm is now
really becoming so significant. Briefly, here are the few environmental
forces that contribute to the increase demand for good project management
encompassing all industries:

1. Shorten product life cycle - In today's generation many industries are

highly technical where product life cycles ranges from one to three
years. That's why time to market new products with short life cycles is
of great essence. Speed is now a source of competitive advantage. A
lot of organizations are now forming cross functional teams in order to
place new products and services in the market as soon as feasible.
2. Worldwide competition -The demands of the market is quality products
and services in reasonable amount. So many organizations today are
using quality management and improvement to achieve better results
in doing business. In order to be flexible and efficient in getting things
accomplished project management is employed with focus on time,
cost and performance.
3. New knowledge bang - As time progresses, projects are becoming
more complex and advanced. In today's digital age of divergent
technologies, materials, specifications, codes, aesthetics, equipment
and required specialists add more to product complexity. Project
management an important discipline makes things simple.
 4. Organizational rightsizing -Lately, it is necessary for survival to
dramatically restructure the organizational life. The trend now is flatter
and leaner organizations replacing middle management with project
management to make things completed. Nowadays, outsourcing
important parts of project work is a business style.
5. Enhanced focus on customer - Customer satisfaction is the objective of
every business. Customers demand for customized products and
services that provide for their individualized needs and requests.
Project management is important in the development of more
customized products and services.
6. Small projects mean big troubles-It is the major challenge for
management to prioritize resources among projects in the portfolio.
Small projects if done inefficiently will soon add up to a huge amount of
money.

Advantages and Disadvantages of Project Management

There are several advantages of project management that comprises the

good side of putting it into formal practice in an organization. Project
management has some disadvantages too. Nevertheless, in most cases its
advantages extremely prevail over its disadvantages. Here are the
advantages as well the disadvantages of project management (see Table 2):

Table 2 Advantages and Disadvantages of Project Management

Advantages Disadvantages
1. A more resourceful handling of 1. Overhead
resources (both human and
monetary resources) as both the
schedule and the budget are clear
in the project plan. a. Cost overhead - all actions that can outlay a
sizeable sum of money must be kept aligned
2. Less cost and better quality of with the overall business strategy to make sound
the end product/service conveyed investments
by executing meticulous cost
management and quality
management processes.
b. Communication overhead - instead of having
the information stream directly from functional
managers down to the team members and back
3.A better, more firm affiliation with up, it's all channeled through the Project
the client and other stakeholders by Manager.
employing stakeholder
management:

c. Time overhead - Project Managers can never

precisely evaluate the extent of any task, and
4.An improved teamwork pad their approximation so that they won't wind
atmosphere because of the up with a late project
implementation of a formal process
 2.Obsession

a. Methodology obsession - Project Managers

become so blocked and so defensive to their own
methodology that they reject to try out with a
different one that may be quicker and superior
for their existing project

b. Process obsession - Quite a few Project

Managers deter the advancement of the project
with their obsession for attaching to the process.
The motive why most Project Managers think
process obsession as a good practice is because
of insecurity and fear of loss of control.

c. Stakeholder obsession - Instead of

administering the stakeholders' expectations,
requests, and interference, and focusing on
getting their support, these Project Managers
to acknowledging/resolving conflicts strive their best to accommodate the
(conflict management). stakeholders. This accommodation, which often
manifests itself in gold plating, is pricey and
A flattering touch of 5. unnecessary. Gold-plating is the act of furnishing
professionalism to the company the customer more than what he initially
leading to a healthier insight by requested for.
external organizations.
3.Non-creativity

a. Technical-Project Management compels cut-off

date on resources, who have to work as speedy
as they can to conclude their tasks on time. By
nature, people like to be artistic, particularly at
work. However, when there's a Project Manager
breathing down their necks all the time, their
main goal is just to finish on time so they don't
mind any longer on setting free their creativity.
This discourages the resources and unfavorably
influences the quality of the end product.

b. Managerial- Project Management, by nature,

imposes the routine process. Managers,
habitually leading humans, become directed by a
process. Their managerial skills decline, as
there's no requirement to hone them anymore:
the process is obvious and it should be pursued.
Likewise, managers (especially functional
managers) become demoralized.

Limitations of Project Management

A limitation is a constraint enforced by the application of traditional project

management. A limitation differs from a disadvantage as the latter is an
unwanted outcome stemming from the implementation of project
management, while limitation is a margin unnaturally fashioned by project
management. Without this limitation better supervision of a project and
superior quality of delivered product/service are the expected results.

There are quite a few limitations to project management, primarily:

1. Failure to "stick" with the project scope

Commonly, there is an absence of commitment to the original project scope

owing to continuous change requests in project management. In effect this
constraint creates many problems. This is the main explanation also why
many projects end up way over budget and over late, at times even
canceled.

2. Failure to completely make parallel the project objectives with the

business/organizational strategy

A project manager is responsible in supervising projects, not managing their

organization. Most often a project manager is nor capable to guarantee that
a project is align with the company's strategy. Project management to
resolve this limitation was placed in a higher layer of managerial control to
undertake and maintain alignment.

3. Failure to administer projects with unstipulated budget and/or schedule

Since traditional project management, this is the prevalent limitation.

Project management enforces a budget and a target date on any project
which causes a big problem if not followed. Most projects completed on time
and on schedule have been bargained for quality.

4. Reliance on functional management

The reliance on functional management is a chief limitation in project

management. It is the functional manager who manages the resources
especially human and not the project manager. The loyalty, respect and
gratitude of human resources are for the functional manager. A project
manager is always at the mercy of both the functional managers and the
human resources. At times the project manager has to “offer something” in
return, in order to get things done for the project.

5. Pursuing an exclusive methodology

Only one methodology for a project is used in project management. In most

cases, even when the other methodology is proven to successful for that
type of project, no switching could be done. Being controlled by a restricted,
non-alterable methodology, either at the project level or the organizational
level weakens and confines the potential of the project as well as the
resources.
Lesson 2: Strategic Management and Project Selection

Strategy is making a decision how the organization will compete its rivals
in the industry where it is participating. A project converts strategy into a
new product, service, and process.

On the other hand, strategy management is responding to changes in

the external environment for competitive position. It is a key requisite for
survival to always keep updated of external changes through continuous
scan of the political-legal, economic, socio-cultural, technological and
natural environment of the organization. Thus, with fitting mission and
strategy, a project must be chosen that is consistent with the strategic goals
of the organization.

Project Management Maturity is the progressive advancement of

project and multi-project management proficiency in approach,
methodology, strategy and decision-making process. The appropriate level
of maturity will differ for every organization based on its definite goals,
strategies, resource capabilities, scope and needs.

Illustrated in a pyramid format in a generic model that shows the

progression in project management maturity. It reflects that maturity is a
continuous process of improvement via identifiable incremental steps.
PROJECT SELECTION AND MODELS

All projects need resources partly or completely made available by the

organization itself. Since most resources are scarce not all the projects a
firm wanted to do can be provided with enough workforce or sufficiently
supported financially. As a result, projects in diverse areas will rival with
each other to get staffing and funding support of the organization. A wise
project selection is very important to respond to the problem of resource
limitations in the organization.

Project Selection is the process of appraising a project or groups of

projects and afterward deciding to execute some of them in order to realize
the objectives of the organization.

NONNUMERIC MODELS OF PROJECT SELECTION

1. SACRED COW-Project recommended by a senior and influential official

in the organization.
2. THE OPERATING NECESSITY – The project is obligatory in order to
keep the system operating; does not necessitate a great extent of
formal evaluation.
3. COMPETITIVE NECESSITY- The choice to embark on the project is
founded on a desire to preserve the company’s competitive position in
the market.
4. PRODUCT LINE EXTENSION- A project to develop and distribute new
products evaluated on the level to which it fits the firm’s present
 product line, fills a gap, strengthens a weak link, or extends the line in
a fresh, advantageous direction.
5. COMPARATIVE BENEFIT MODEL- Often used to select from a list of
projects that are complex, difficult to assess and often non-
comparable. The one with the most benefit to the firm is selected.

When a firm chooses a project selection model, the following criteria

developed by Shouder (Meredith & Mantel, 2012) are the most significant:

1. Realism-- the model should mirror the reality of the manager's decision
situation together with the various objectives of both the firm and its
managers; it should take into consideration the realities of the firm's
limitations on facilities, capital, human resources, technology, and so forth;
it includes factors that reveal project risks, including the technical risks of
performance, cost, and time as well as the market risks of customer
rejection and other implementation risks.

2. Capability-- The model should be complicated enough to deal with

numerous time periods, simulate different situations both inside and
external to the project (like strike, interest rate changes, system behavior
changes, etc.) and optimize the decision; an optimizing model will formulate
the assessments that management believe to be significant, reflect on key
risks and constraints on the projects, and afterward choose the best project
or set of projects in general.

3. Flexibility-- The model should offer convincing outcomes among the

conditions that the firm may experience; it should have the ability to be
effortlessly modified or to be self-adjusting on answer to changes in the
firm's environment like tax laws change, new technological advancements
alter risk levels, and a change organization's goals.

4. Ease of Use-- The model should be realistically convenient, not require a

long time to carry out, and be simple to employ and comprehend; it must
not need out of the ordinary explanation, data that are hard to obtain,
unnecessary personnel, or out of stock equipment.

5. Cost-- The data gathering and modeling costs should be low in relation to
the cost of the project and must certainly be less than the probable benefits
of the project.

6. Easy Computerization-- The model should be simple and suitable to

collect and accumulate the information in a computer database, and to
maneuver data in the model by using a commonly accessible, standard
computer package programs; similar simplicity and hardiness should relate
to moving the information to any standard decision support system.

NUMERIC MODELS OF PROJECT SELECTION

1. PAYBACK PERIOD- It measures the time it will take to recover the

project investment. A shorter payback period, the better.
2. INTERNAL RATE OF RETURN-Is the discount rate which equates the
present value of the future cash flows of an investment. It is the
discount rate at which the net present value of an investment becomes
zero.
3. NETPRESENT VALUE- It is a numerical calculation that shows the
present value of an investment based on expected income from that
investment in future years minus the cost of the project.
 4. BENEFIT-COST RATIO-The ration of the present value of cash inflows,
at the required rate of return, to the initial cash outflow of the
investment. Also known as Profitability index.

PROJECT PORTFOLIO MANAGEMENT (PPM)

It is a set of business practices and systematic process of selecting,

supporting and managing a firm’s sets of projects as a strategic portfolio
based on cost, benefits and use of resources ensuring the alignment of
programs and projects with organizational objectives.

THREE PHASES OF PPM

1. PREPARATION-A calendar is created and responsibilities are

delegated. Corporate executives set high level strategy. The executive
team institutes monetary and performance objectives for every
business unit and presents rules and a timetable for carrying out the
budgeting progression. With the help of portfolio manager, the team
sets up essential assumption for assessment like value weighs,
discount rates, and risk tolerance.
2. EXECUTION-Within each business unit, projects are named,
categorized, and properly assembled into groups.
3. PERFORMANCE MANAGEMENT-The success of the project portfolio is
examined and supervised by a performance management plan. It
spells out project performance markers that permit contrasting
predicted and real performance.

A BUSINESS PROJECT PROPOSAL: THE TECHNICAL APPROACH

The set of documents presented for assessment is called the project

proposal.

Here is the suggested outline for a Business Project Proposal:

COVER LETTER

1. Write a cover letter as an important marketing instrument

2. Make clear primary nature and general benefits
3. Using simple technical language.

EXECUTIVE SUMMARY A ONE-TO-TWO PAGES SYNOPSIS OF THE

PROJECT (NATURE OF TECHNICAL PROBLEM TO BE SOLVED)

1. Broad description of problem to be resolved or project to be done.

2. Main subsystems of problem or project.

HOW TO APPROACH SOLUTION TO TECHNICAL PROBLEM

1. Methodology of resolving the problem

2. Unusual client requirements
3. Test and inspection procedures

PLAN FOR IMPLEMENTATION OF PROJECT

 1. Approximates of time, cost and materials for each subsystem and the
whole project
2. Sets up major milestones to break project into phases
3. Record equipment, overhead and administrative cost
4. Create continency plans like slack time

PLAN FOR LOGISTIC SUPPORT AND ADMINISTRATION

1. Control over subcontractors

2. Nature and timing of all reports (progress, budget, audits)
3. Change management
4. Termination procedures
5. Touch of class capabilities

DESCRIPTION AND PAST EXPERIENCE OF PROJECT TEAM

1. List all key project personnel with titles and qualifications

2. Include full resume of each principal
3. Provide all pertinent references

Glossary of Important Terms

Model-- It offers an abstraction of a more intricate reality.

Nonnumeric models-- These models do not utilize numbers as inputs.

Numeric models-- These models make use of numbers to measure both

objective and subjective criteria.

Performance management plan-- It is a plan that spells out project

performance markets that permit contrasting predicted and real
performance, aside from observing and reporting schedules.

Project management maturity-- it is the progressive advancement of

project and multi-project management proficiency in approach,
methodology, strategy, and decision-making process.

Project maturity model-- It is a model which reflects that maturity is a

continous process of improvement via identifiable incremental steps.

Project portfolio management-- It is a set of business practices and

systematic process of selecting, supporting and managing a firm's sets of
projects as a strategic portfolio based on cost, benefits and use of resources
ensuring the allignment of programs and projects with organizational
objectives.

Project proposal-- It is the set of documents presented for assessment.

Project selection-- It is the process of appraising a project of groups of

projects and afterward deciding to execute some of them in order to realize
the objectives of the organization.

Lesson 3: The Project Manager

THE CAREER OF THE PROJECT MANAGER

The Project Manager is responsible for the following tasks:

1. Describing the scope of the project accurately

2. Setting up the project schedule, and revising that schedule as it
progress
3. Recommending the project cost and then administering the project to
avoid cost overruns
4. Ensuring the project team has the supplies and human resources
required to get the project done on time and on cost
5. Naming and reducing possible risk to the project timeframe and cost
6. Ensuring that all project team members realize what their
responsibilities are
7. Communicate the project’s development to management
8. Guarantee the quality of the team’s work and any supplies or materials
used by the team

KEY SKILLS OF A PROJECT MANAGER

The project manager is an essential input in the success of any project.

Aside from being the leader in planning, organizing and controlling the
project, the manager must have a set of skills to motivate the project team
to do well and gain the confidence of the customer. A project manager's
skills include the following:

1. Organizational skill — A project manager creates structure from

chaos by using specific tools such as charters, risk assessments, Gantt
charts, decision matrices, and many other tools throughout the project.
2. Skill to develop people — Training and development of people
working for the project is a commitment of the project manager. As a
manager he has to add to each member's experience making them
more knowledgeable and proficient at the end of the project than when
they started it.
3. Communication skill — A project manager must be proficient in both
oral and written communication to always make certain that he is
clearly understood by all stakeholders. A good communication skill is
important in keeping the project progressing, spotting probable
problems, getting suggestions for project performance improvement,
being updated with ways of satisfying customers, creating good
working relations with project team among others.
4. Interpersonal skill --- A project leader must be able to clearly
communicate about goals, responsibility, performance, expectations
and feedback. The leader must have the skill to successfully bargain
and make use of influence when needed to make certain the success of
the team and project.
5. Skill to handle stress - A project manager should be able to manage
stress from work situations that are both tense and severe at times.
Even well planned projects may become subjected to unforeseen
events that can cause urgent disorder for which the manager must not
panic. The project manager must have sense of humor in good taste,
be physically fit through regular exercise and good nutrition to handle
stress related to his work.
6. Problem solving skill — A project manager ought to persuade project
team members to recognize problems early and be self-directed in
resolving them. Using analytical skill the project leader together with
project team members should evaluate the information and formulate
optimal solution to the problem.
 7. Management and leadership skill - A project manager must know
how to motivate people who do not work for them, and keep teams
working effectively together.
8. Time Management skill - Time is a project manager's scarcest
resource. Budgeting time wisely and immediately adjusting priorities is
required of the project leader.
9. Technical skill - Technical knowledge bestows the project manager
the creditability to offer leadership on a technically based project, the
capability to comprehend vital aspects of the project, and the aptitude
to converse in the lingo of the technicians.

RESPONSIBILITIES OF A PROJECT MANAGER

The project manager is answerable for making certain that everybody on

the team recognizes and performs their designated roles, feels authorized
and given support for the role, distinguished the roles of the other team
members and operates upon the confidence that those roles will be
executed. The particular responsibilities of the project manager may differ
based from the type industry, the organization size, the organization
maturity, and the organization culture. Nevertheless, there are some
responsibilities that are universal to all project managers, that is:

1. create the project plan

2. deal with the project stakeholders
3. supervise communication
4. direct the project team
5. handle the project risk
6. control the project schedule
7. cope with the project budget
8. handle the project conflicts
9. direct the project delivery

IMPORTANT CHARACTERISTICS OI AN EFFECTIVE PROJECT TEAM

MEMBER
The project team member is responsible for carrying out tasks and
generating deliverables as delineated in the project plan and by the
project manager.

It is essential to know the characteristics of an effective project team if a

firm is looking for candidates to work on an upcoming project. This will
enable management to choose the right people for every phase of the
project and anticipate a winning result.

1. Team Players - Somebody who desires special attention is prone to

become the root of splitting up and draw focus away from the project.
Use peer evaluations from previous project teams to study the most
likely candidates.
2. Self-Starters — Effective project team members are primed even
from the start; prepared, eager and enthusiastic to get the job. They
know the need for a solid plan, including a project initiation checklist.
However, don't be shocked when these project team members exceed
cut-off date while doing exceptional work.
3. 3. Influential — Members of an effective project team should have
positive influence over their peers. They should be able to persuade
community members who could be helpful to the project as well as
their superiors and subordinates. Team members who are influential
will not only be able to convince key people to become involved but
also inspire others to take action.
4. Motivational — Along the same vein, effective project team members
are motivational by nature. While of course it is important that the
project manager is able to inspire the team to perform the necessary
tasks, it is just as imperative that the project team members are able
to inspire and encourage one another as well as themselves. A
motivated team will have clear project goals in sight and have the
endurance to carry through to completion.
5. Have Skills and Experience —An effective project team has team
members with talent, knowledge and familiarity essential to complete
the activities handed over to them. The team must have an assortment
of skills and personalities. In order to select the best candidates,
understanding and determining the crucial project management skills
will help.
6. Dependable — The members of an effective project team are
dependable, responsible and accountable to one another as well as to
themselves. They generate a sensible schedule that integrates
timeliness with precision and detail, leaving several opportunities for
unforeseen obstacles. They stick to that schedule for the reason that
they don't desire to let down their teammates or themselves.
7. Can Communicate Well — Effective project team members know
how to express themselves in a way that gets their point across
without offending others. They also effectively listen when others are
articulating thoughts, opinions and ideas. They will be proficient to talk
well with other team members as well as management, other
employees and those with whom they must come in contact to
complete the assigned tasks for the project. This characteristic reduces
the chances of misunderstandings and misinformation, as well.
8. Committed — Team members who are committed to the organization
as well as the project in common are highly effective. They are much
more likely to give 100 percent at every step of the project and go
above and beyond when required. Committed team members believe
in what they are doing. Therefore they take immense contentment in a
job well done. These are the team members who tend to set up weekly
 meetings in order to make sure everyone is on track and that there are
no foreseeable problems.
9. Can Think Creatively — One of the often overlooked yet highly
valuable characteristics of an effective project team are that they are
able to think imaginatively. They are resourceful by nature and look for
ways to make the best of the tools and materials that are available.
Creative thinkers are especially helpful during project planning, as they
can often put thoughts and ideas into other perspectives, turning out
inventive and innovative concepts.
10. Supportive — Last but certainly not least, effective project team
members should be supportive of the project, the company and one
another. When the project team stands behind what the organization
and project represents, rest assured that they will perform the best job
possible. A supportive team will check in with one another to learn the
project status and learn whether any of their teammates need help.
They will work together to ensure that the project is completed in a
timely and successful manner.