Ch 16: Project Roles and Stakeholders Flashcards
Project Manager’s role
Integrate
- everything and everyone to complete the project
Communication
Decision maker
Motivator
- lead the project
Evangelist
- driving commitment and buy-in for the project
Entrepreneur of the project
- driven to procure the funds, facilities and people needed
Main job responsibility of the Project Manager
deliver project end-item in accordance with requirements and contract terms
General responsibilities of the Project Manager
planning project tasks and end results
selecting and organising project team
working with and negotiating with influential stakeholders
monitoring and communicating the project status
identifying functional and technical problems
solving problems
dealing with crises and resolving conflicts
Domain competency
the project manager must have a good understanding of all areas within the project domain (do not have to be experts though)
the project manager’s technical and administrative competency must cover the full scope of the project
Authority
project manager’s power to command others to act or not to act
Two kinds of authority
- Legal authority
2. Charismatic authority
Legal authority
given by the organisation
linked to the job and the role
Charismatic authority
power one gains through personal characteristics
charm, personality, and appearance
Traditional authority
management theory states that authority is always greater at higher levels in the organisation and delegated downwards
challenged by the fact that managers do not have all the knowledge to make complex decisions
lack of technical expertise –> need to rely on subordinate specialist for advice
Forms of influence
Knowledge
Expertise
Persuasion
Personal relationships
Qualifications of a Successful Project Manager falls into 4 categories
- Personal characteristics
- Interpersonal skills
- General business skills
- Other skills
Personal characteristics
Flexible and adaptable
Preference for initiative and leadership
Confidence, persuasiveness, and verbal fluency
Effective communicator and integrator
Able to balance technical solution with time, cost and human factors
Well organised and disciplined
Generalist rather than specialist
Interpersonal skills
Asking leadership questions
Remaining quiet and allowing the other person sufficient time to talk
Reflecting on the person’s answer and checking for correctness
Reflecting on the person’s emotions
Active listening: LEAR - Listen, Explore, Acknowledge, Respond
General Business Skills
Understanding the organisation and the business
Knowledge of management
- marketing, accounting, contracting, purchasing, human resources, business concepts
Ability to translate business requirements into project and system requirements
Strong, active, continuous interest in teaching, training, and developing subordinates
Other skills
Technical skills
- must have a strong grasp on technical aspects to be able to make informed decisions
- be qualified to integrate concepts from different disciplines to make technical judgements
Selection and Recruiting
- can be selected from functional managers or promoted subject-matter experts
Training
- organisations devote significant time and expense in preparing individuals into the PM role
Members in the Project Office
Project Engineer Contract Administrator Project Controller Project Accountant Customer Liason Production Coordinator Field or Site Manager Quality Assurance Supervisor
Project Engineer
coordinating technological areas
assures integrated design of end items
Contract Administrator
responsible for the legal aspects of the project and its contractors, subcontractors, vendors etc
Project Controller
works with functional managers to identify tasks and individuals and ways to control the tasks
Project Accountant
provides accounting support
Customer Liason
maintain and manage customer relationships
Production Coordinator
plans and coordinates aspects relating to production in one project
Field or Site Manager
oversees construction, installation, testing and handing over
Quality Assurance Supervisor
establish and administer quality issues in the project
Functional Managers
responsible for
- maintaining technical competency
- staffing and executing project tasks within their disciplines and functional areas
Project functional leader
serves as liaison between project manager and functional manager
prepares the functional manager’s department’s portion of the project plan
supervises project work performed by the department
Roles outside the project team
Manager of projects/Project management office director
Top management
Program manager
Manager of projects/Project management office director
same hierarchy level as functional managers
oversees multiple projects
directs and evaluates all project managers
link between the organisation, its resources and the project
link between the project’s needs and functional heads
managing the development of project management policies, processes and techniques
ensure consistency among projects
Top Management
Makes all major decisions about project selecting and prioritisation
Approve project feasibility study
Selects PM
Authorizes project startup
Program Manager
responsible for coordinating the project with other projects working to achieve program goals
Program
When project is part of a larger effort
Project stakeholders
Any group or individual affected by, interested in, or partially influential on the project
Stakeholder engagement
important to identify the stakeholders thoroughly
understanding their interests, needs, attitudes regarding the project
prepare strategies to accomodate them
