PowerPoint PresentationTHE PM’S ROLESFacilitatorCommunicatorVirtual Project ManagerTHE PM’S RESPONSIBILITIES TO THE PROJECTThree Overriding ResponsibilitiesNegotiation, Conflict Resolution, and PersuasionSELECTION OF A PROJECT MANAGERKey CriteriaFITTING PROJECTS IN THE PARENT ORGANIZATIONMore on “Why Projects?”Project Organization ContinuumFigure 2-2 The Pure Project OrganizationThe Pure Project OrganizationFigure 2-3 Functional Project OrganizationFunctional Project OrganizationFigure 2-4 Matrix Project OrganizationMatrix Project OrganizationFigure 2-5 Mixed Project OrganizationTHE PROJECT TEAMCharacteristics of Effective Project Team Members2-1The Manager, the Organization, and the Team2-2THE PM’S ROLES2-3FacilitatorManager-As-Supervisor Versus Manager-As-FacilitatorSystems Approach Versus Analytical Approach–suboptimizationMust ensure project team members have appropriate knowledge and resourcesMicromanagement2-4CommunicatorFigure 2-1 Communication Paths Between a Project’s Parties-At-Interest2-5Virtual Project ManagerGeographically Dispersed ProjectsCommunication Via–email–Web–telephone–video conferencing“Never let the boss be surprised!”2-6THE PM’S RESPONSIBILITIES TO THE PROJECT2-7Three Overriding ResponsibilitiesAcquiring Resources–getting necessary quantity and quality can be key challenge–“irrational optimism”Fighting Fires and ObstaclesLeadership and Making Trade-Offs2-8Negotiation, Conflict Resolution, and PersuasionNecessary to meet three overriding responsibilities2-9SELECTION OF A PROJECT MANAGER2-10Key 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 Manner2-11FITTING PROJECTS IN THE PARENT ORGANIZATION2-12More on “Why Projects?”Emphasis on Time-to-MarketNeed for Specialized Knowledge from a Variety of AreasExplosive Rate of Technological ChangeAccountability and Control2-13Project Organization ContinuumFunctionalOrg.Functional MatrixMatrixBalancedProjectMatrixProjectOrg.Functional Mgrs. have most if not all authorityProject Mgrs. havemost if not all authority2-14Figure 2-2 The Pure Project Organization2-15The 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 specialties2-16Figure 2-3 Functional Project Organization2-17Functional Project OrganizationAdvantages–technological depth–Fractional resource issue is minimizedDrawbacks–lines of communication outside functional department slow–technological breadth–project rarely given high priority2-18Figure 2-4 Matrix Project Organization2-19Matrix 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–conflict2-20Figure 2-5 Mixed Project Organization2-21THE PROJECT TEAM2-22Characteristics of Effective Project Team MembersTechnically CompetentPolitically SensitiveProblem OrientationGoal OrientationHigh