Bhole_M3 - Project Management: A Managerial Approach...

Info iconThis preview shows pages 1–13. Sign up to view the full content.

View Full Document Right Arrow Icon
Project Management: A Managerial Approach Chapter 3 – The Project Manager
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Overview PMs and Organizational Alignment Key PM Responsibilities Career Management PM “Realities” PM Selection PM Considerations
Background image of page 2
Functional Manager and the PM The Functional Manager Analytical Approach Direct, technical supervisor The Project Manager Systems Approach Facilitator and generalist
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Organizations and Functional Manager The Functional Manager
Background image of page 4
Project Management and the PM The PM
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Project Management and the PM Major questions face the PM: 1. What needs to be done? 2. When must it be done? 3. How are the resources required to do this job going to be obtained? PM is responsible for organizing, staffing, budgeting, directing, planning, and controlling the project.
Background image of page 6
Responsibilities of a PM Responsibility to the Parent Organization Responsibility to the Client Responsibility to the Team Members Above all, the PM must never allow senior management to be surprised—be prepared to give “bad news”
Background image of page 7

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Responsibilities to the Parent Organization Conservation of resources Timely and accurate project communications Careful, competent management of the project Protect the firm from high risk Accurate reporting of project status with regard to budget and schedule
Background image of page 8
Responsibilities of the PM Responsibility to the Client Preserve integrity of project and client Resolve conflict among interested parties Ensure performance, budgets, and deadlines are met Responsibility to project team members Fairness, consistency, respect, honesty Concern for members’ future after project
Background image of page 9

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Project Management Experience Experience as a PM serves to teach the importance of: An organized plan for reaching an objective Negotiation with one’s co-workers Follow through Sensitivity to the political realities of organizational life Careers often starts with participation in small into larger projects, until given control over small, then larger projects
Background image of page 10
Special Demands on the PM A number of demands are critical to the management of projects: Acquiring sufficient resources Acquiring and inspiring personnel Finding sources of internal motivation Dealing with obstacles Making project goal trade offs Dealing with risk and failure (perceived or otherwise) Maintaining multiple channels of communication Negotiation
Background image of page 11

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Acquiring Sufficient Resources Resources initially budgeted for projects are frequently inadequate Sometimes resource trade-offs are required Subcontracting is an option Project and functional managers perceive availability
Background image of page 12
Image of page 13
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 32

Bhole_M3 - Project Management: A Managerial Approach...

This preview shows document pages 1 - 13. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online