The Role of Project

Manager
 Functional and Project Manager
Compared

Functional Manager:

Project Manager:
 Functional and Project Manager
Compared

Functional Project
Manager Manager

Approach Analyst Generalist

Style Expert Facilitator

Responsibilit Technology Results
y &
Resources
Processes of Project
Management
Planning: What Are We Aiming For and Why ?
Organizing: What’s Involved and Why?
Motivation: What Motivates People To Do
Their Best Work?
Directing: Who Decides - What and When?
Control: Who Judges Results and By What
Standards?
 Phase 1 Phase 2 Phase 3 Phase 4
Conceptualization Planning Execution Termination

planning
&
Level of effort

Concept Definition Organising

Phase phase Phase Implementation phase Clean-up phase

85% Effort

4% Effort 8% Effort 3% Effort

Time
When should we appoint
Project Manager?
 Production
phase
Detailed
design
Cost

phase
•Preliminary
system design
Project •Initial
is scheduling
needed & budgeting

Phase 1 Phase 2 Phase 3 Phase 4 Phase5

Time
 Establishing a Project
Organization
Identification

Definition Point of no return

Preparation

Execution

Start Up

Operation

Project manager involvement

Project manager has a variety of
choices. He can
1. Do it all within his own company
2. Seek the services of a consultant
3. Seek the services of a contractor
4. Seek the services of both
consultant and contractor
Project Manager Roles
 Contractual relations
ORGANISATION
B
Architectural or consulting Project manager
Engineering organization
Plans and designs the project

Supervision of the
Project PM.B

Monitor
Project
Progress PM.A ORGANISATION
C

ORGANISATION Builder or contractor

A Carries out construction PROJECT
Principal, customer or of the project
Client
Wants the project Directly manages
Project operationsPM.C
Role of Project Manager
Project expediter, monitor
Project planner
Project coordinator
Project supervisor or
controller
Project administrator or
director
Role of Project Manager
Externally– to others outside
his/her own organization,
customer/client
subcontractors
local authorities etc..,
Internally— to members within
his/her organization
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 Communications
 Reasons Why projects are
sometimes Under-Budgeted

Projectproposer’s optimism
Purposeful underestimates
Uncertainty of project environment

PM Response: Scramble, elicit

aid, work late, wheedle,
threaten, do whatever
necessary!
 Acquiring Personnel - Concerns

Concerns by Functional
Manager:
PM chooses FM’s best workers for project
Projects are more glamorous than steady
functional duties

Concerns by Acquired Team

Member:
 FM controls evaluation, salary &
promotion
 Project Obstacles

At the beginning of Project:

Resource paring by upper
management
Towards end of project:
 Last minute project changes
 Future careers of team members
 Risks, Fears, Failure

Type 1: Routine Type 2: Non-Routine

Projects Projects
Smooth start Planning problems
Problems late in Failure to define
life cycle requirements and
Not organized to specifications
handle
unexpected crises
Role of consultant
A consultant can be employed at various
phases of project development and his
degree of involvement will always depend
on the needs of the owner
If owner has previous experience –
consultant’s involvement will be minimal
Transparency – It is recommended that a
project organization be set up when phase 2
is entered
Selecting the PM –
Desirable Characteristics
Strong technical background
Hard-nosed manager
Mature
Currently available
On good terms with senior executives
Keeps project team happy
Experience in several different
departments
Walks on water
Selecting the PM –
MOST Desirable
Characteristic

Drive to complete
task
PM Credibility - Technical
Reasonable understanding of the
base technology
Ability to explain project
technology to stakeholders
Accurate interpretation of client
needs to project team
PM Credibility -
Administrative
To senior management:
Affirm that project reports are
accurate and timely
To project team:
Make sure material, equipment,
labor are available when needed
PM Sensitivity
Political
Interpersonal:
Recognize and resolve conflicts
before they erupt
Detective:
Recognize cover-up of failure by
team members
 Leadership - Interpersonal

Interpersonal influence, exercised

in situations and directed through
the communications process,
towards the attainment of a
specific goal or goals
+
Enthusiasm, optimism, energy,
tenacity, courage, maturity
PM Stress Factors
Lack of consistent set of
procedures to manage project
Too much work
Need for high achievement
Parent organization in upheaval
 Sources of Cultural
Differences

Nationality
Socioeconomic environment
Type of industry
Geographical regions within a
country
Divisions within a corporation
Project manager
relationships
 Customer
Who superintends the contract
without a consulting engineer
or separate superintendent Specialist
Consultants
to the prime
contractor

Project
manager

Civil Administrative Quality Construction Contracts

engineer manager controller manager manager

Contractual relations

Advisory relations

Supervisory relations Various subcontractors

Managing Project Stakeholders: Project
Management Maxims

◦ You can’t do it all and get it all done

 Projects usually involve a vast web of relationships.
◦ Hands-on work is not the same as leading.
More pressure and more involvement can reduce your
effectiveness as a leader.
◦ What’s important to you likely isn’t as important to
someone else
Different groups have different stakes (responsibilities,
agendas, and priorities) in the outcome of a project.
◦ Remember: project management is tough, exciting, and
rewarding—endeavor to persevere.
Network of Stakeholders
 The Power/Interest
Grid

Hig
h
Keep Manage closely
satisfied
Stakeholde
r power
Monitor Keep
informed
Low

Low Hig
Stakeholder h
interest
Project Manager and his/her
Organization
 Owner Managing
Contractor

Project manager Project manager

Project Control
Finance Cost control Estimating
department engineer Planning
Scheduling
Administration:
Cost
Liaison:

Engineering Procurement Construction

Process Purchasing
Systems HO planning
Expediting Field operations
Equipment Inspection
Design Filed inspection
Traffic Subcontracts
Project Coordinator in a design
engineering organization
The following is an example of a
Project Coordinator based (in
this case) in a Civil Engineering
department with direct
responsibility for the work in his
own section and with liaison and
co-ordination responsibilities
with all the other sections
 Chief Design Engineer

Civil Structural Mechanical Electrical Chemical

Engineer Engineer Engineer Engineer Engineer

Civil Structural Mechanical Electrical Chemical

Section Section Section Section Section
Project coordinator Direct authority line

Personnel involved in the project Liaison and coordination link

A Project Manager maintains
relationships with the following:
Government agencies.
Clients.
Consultants.
Top management.
Functional managers.
Project team.
Other organizations.
Sub-contractors.
Important skills for the
Project Manager
 Scheduling and Technical skills
time management (scope of project)
skills

Budgeting and
Cost skills Leadership skills
(goals, performance measures)

Marketing, Resource management,

Contracting, Human relationship skills
Customer
Relationship
skills

Negotiating Communication
skills skills
FIGURE: Degrees of Delegation
FIGURE: Delegation Checklist
Project management
responsibilities
 Project
Management

Cultural Issues

Training Social Economic

Issues

Resource Public Governmental

Management Support Relations

Economic Environmental
Feasibility Financing
Impact & Control
Analysis

Engineering Procurement Construction

 Project Team Neighborhood
(Environments)

Socioeconomic Environment
Legal Environment
Business Cycle Environment
Technological Environment
Socioeconomic
Environment
Bureaucracy:
marked increase outside U.S.A.
Ensuring the Good of the Local
Economy:
no exploitation, reinvestment, local
safety rules, employment preference,
local traditions honored
Discrimination:
female PM or “hostile” ethnicity PM
may increase the risk of project failure
(difficult to use Armenian PM in
Turkey)
Business Cycle
Environment
Cycles between prosperity and
recession
Cycle shifted in timing and
magnitude among different
nations
During recession, nations erect
protective trade barriers
Multicultural Communication
Problems
PM does not speak local language 
Learn it!
Illiterate team members  no memos
Local supervisors shun “hands-on”
experience  PM to demonstrate
High regard for teachers  local team
members will not correct PM mistakes
Team members expect to be asked  PM
not voluntarily informed of project status
 PM Behavior in Multicultural
Environments

Collegiality (formality of communications)

Appropriate way of criticism
Project time horizon (short vs. long term)
Work ethics
Project risk taking
Personal risk taking (kidnapping, etc)
Provide for expatriate needs
Influence as Exchange
The Law of Reciprocity
◦ One good deed deserves another, and
likewise, one bad deed deserves another.
Quid pro Quo
◦ Mutual exchanges of resources and services
(“back-scratching”) build relationships.
Influence “Currencies” (Cohen and
Bradford)
◦ Cooperative relationships are built on the
exchange of organizational “currencies”
(favors).
 Commonly Traded Organizational
Currencies
Task-related currencies
Resources Lending or giving money, budget increases, personnel, etc.
Assistance Helping with existing projects or undertaking unwanted tasks.
Cooperation Giving task support, providing quicker response time, or
aiding implementation.
Information Providing organizational as well as technical knowledge.
Position-related currencies
Advancement Giving a task or assignment that can result in promotion.
Recognition Acknowledging effort, accomplishments, or abilities.
Visibility Providing a chance to be known by higher-ups or significant
others in the organization.
Network/contacts Providing opportunities for linking with others.

Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority
(New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.
Commonly Traded Organizational Currencies
(cont’d)
Inspiration-related currencies
Vision Being involved in a task that has larger significance
for the unit, organization, customer, or society.
Excellence Having a chance to do important things really well.
Ethical correctness Doing what is “right” by a higher standard than
efficiency.
Relationship-related currencies
Acceptance Providing closeness and friendship.
Personal support Giving personal and emotional backing.
Understanding Listening to others’ concerns and issues.
Personal-related currencies
Challenge/learning Sharing tasks that increase skills and abilities.
Ownership/involvement Letting others have ownership and influence.
Gratitude Expressing appreciation.

Source: Adapted from A. R. Cohen and David L. Bradford, Influence without Authority
(New York: John Wiley & Sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.
Managing Upward Relations
Project Success = Top Management Support
◦ Appropriate budgets
◦ Responsiveness to unexpected needs
◦ A clear signal to the organization of the
importance of cooperation
Motivating the Project Team

◦ Influence top management in favor of the team:

 Rescind unreasonable demands
Provide additional resources
Recognize the accomplishments of team members
The Significance of a Project
Sponsor
Leading by Example

FIGURE 10.4
Ethics and Project Management
Ethical dilemmas
◦ Situations where it is difficult to determine
whether conduct is right or wrong.
 Padding of cost and time estimations
Exaggerating pay-offs of project proposals
Falsely assuring customers that everything is on track
Being pressured to alter status reports
Falsifying cost accounts
Compromising safety standards to accelerate progress
Approving shoddy work
◦ Code of conduct
Professional standards and personal integrity
Contradictions in Project
Management
Innovate and maintain
stability.
See the big picture while
getting your hands dirty.
Encourage individuals but
stress the team.
Hands-off/Hands-on.

Flexible but firm.

Team versus
organizational loyalties.
Qualities of an Effective Project
Manager

Systems thinker
Personal integrity
Proactive
High tolerance for stress
General business perspective
Good communicator
Effective time management
Skillful politician
Optimist
The Project Team
FIGURE: Team Effectiveness Checklist