工程项目管理英文课件：class5-Organizing staffing

OrganizingandStaffingtheProjectOffice1ASSIGNMENTSReadChapterV–KerznerProjectManagementProblems5-47,51,56,58,612OrganizingandStaffingProjectManagementisnotaonepersonoperationProjectManagementincludes:AprojectmanagerAnassistantprojectmanagerAproject(home)officeAprojectteam3StaffingEnvironmentIndividuals,regardlessofhowcompetenttheyare,finditdifficulttoadapttocontinuallychangingsituationinwhichtheyreporttotwomanagersOntheotherhand,manypeoplethriveontemporaryassignmentsbecauseitisachanceforglory.Individualperformancemaysufferifthefunctionalandprojectmanagersareinconflict4StaffingEnvironmentPersonnelpoliciescancreatehavoc.Promotionsandbonusescanbeeasiertoobtaininaprojectoffice.Eachteammembermusthaveagoodunderstandingofthefundamentalprojectobjectives.ThepersonwiththegreatestinfluenceonstaffingistheprojectmanagerCompetingforscarceresources.5SelectingtheProjectManagerDesiredPersonalCharacteristicsFlexibilityandAdaptabilityPreferenceforsignificantinitiativeandleadershipAggressiveness,confidence,persuasiveness,verbalfluencyAmbition,activity,forcefulnessEffectivenessasacommunicatorandintegrator6SelectingtheProjectManagerDesiredPersonalCharacteristicsBroadscopeofpersonalinterestsPoise,enthusiasm,imagination,spontaneityAbletobalancetechnicalsolutionswithtime,cost,andhumanfactorsWellorganizedanddisciplinedAgeneralistratherthanaspecialistAbleandwillingtodevotemostofhistimetoplanningandcontrolling7SelectingtheProjectManagerDesiredPersonalCharacteristicsAbletoidentifyproblemsWillingtomakedecisionsAbletomaintainproperbalanceintheuseoftime.8ProjectManagerCharacteristicsMustexhibithonestyandintegritytofosteranatmosphereoftrust.Cannotwaitforpersonneltoironoutproblems.MusthavebusinessandtechnicalexpertiseUnderstandfundamentalprinciplesofmanagementMustunderstandthetechnicalimplicationsofaproblem9ProjectManagerCharacteristicsDecisionmakingmustberapidandeffectiveMustbealertandquickintheirabilitytoperceive“redflags”thatcanleadtoseriousproblems.Demonstratedurabilityandtoughnessinordertokeepsubordinatesdedicatedtogoalaccomplishments10ProjectManagerSkillRequirementsTeamBuildingMustidentify,commitandintegratethevarioustasksgroupsintoasingleteam.MustprovideanatmosphereconducivetoteamworkKeyconsiderationsEffectivecommunicationsSincereinterestintheprofessionalgrowthofteammembersCommitmenttotheproject11ProjectManagerSkillRequirementsLeadershipSkillsTheabilitytocollectandfilterrelevantdatafordecisionmakinginadynamicenvironment.DependsheavilyonthePM’spersonalexperienceandcredibilitywithintheorganization12ProjectManagerSkillRequirementsEffectiveLeadershipStyleClearprojectleadershipanddirectionAssistanceinproblemsolvingFacilitatingtheintegrationofnewmembersintotheteamAbilitytohandleinterpersonalconflictFacilitatinggroupdecisionsCapabilitytoplanandelicitcommitments13ProjectManagerSkillRequirementsEffectiveLeadershipStyleAbilitytocommunicateclearlyPresentationoftheteamtohighermanagementAbilitytobalancetechnicalsolutionsagainsteconomicandhumanfactorsPushesdecisionmakingdownintheorganization14ProjectManagerSkillRequirementsDesirablePersonalTraitsInitiativeandenthusiasmCharismaandpersuasivenessOrganizationanddisciplineAbilitytostaycalminstressfulsituationsFlexibilityandchangeorientationInnovativethinking15ProjectManagerSkillRequirementsConflictResolutionUnderstandtheinteractionoftheorganizationalandbehavioralelementstobuildapositiveenvironmentCommunicateeffectivelywithallorganizationallevelsregardingbothprojectobjectives,decisionsandstatus.Regularstatusreviewmeetingsareagoodtool.Recognizethedeterminantsofconflictandtheirtimingintheprojectlifecycle.16ProjectManagerSkillRequirementsConflictResolutionEffectiveprojectplanning,contingencyplanning,securingofcommitmentsandinvolvingtopmanagementcanminimizeconflict.Conflictscannotbeeliminatedsoyoumustmanagethem.Somedebateswithintheteamareusefultodrawoutthebestsolutionsormakeeveryonefeelinvolved.17ProjectManagerSkillRequirementsTechnicalSkillsEssentialtounderstandthetechnology,marketsandenvironmentofthebusiness.Requiredtoevaluatetechnicalconcepts/solutions,tocommunicateeffectivelyintechnicaltermsandtoassessrisksandmaketradeoffsbetweencost,scheduleandtechnicalissues18ProjectManagerSkillRequirementsPlanningSkillsEffectiveprojectplanningisfarbeyondjustwritingadocumentwithschedulesandbudgets.Requirestheabilitytonegotiatethenecessaryresourcesandcommitmentsfromkeypersonnelwithnoauthority.FacilitatingtopmanagementinvolvementTheplanmustbeupdatedasrequired.19ProjectManagerSkillRequirementsOrganizationalSkillsMustbeasocialarchitect:mustunderstandhowtheorganizationworksandhowtoworkwithit.Requiresdefiningthereportingrelationships,responsibilities,linesofcontrolandinformationneeds.20ProjectManagerSkillRequirementsEntrepreneurialSkillsNeedsageneralmanagementperspective.Objectivesaremuchbroaderthanprofitsandinvolvecustomersatisfaction,futuregrowth,cultivationofrelatedmarketactivitiesandminimumorganizationaldisruptionsofotherprograms.21ProjectManagerSkillRequirementsAdministrativeSkillsMustbeexperiencedinplanning,staffing,budgeting,schedulingandothercontroltechniques.Generally,thePMwilldelegatethesetasks.Toolswhichtheymustknowhowtouseinclude:themeeting,thereport,thereviewandthebudgetandschedule.22ProjectManagerSkillRequirementsManagementSupportBuildingSkillsMustleveragethesupportgroupsaroundhimorherselfVariableswhichinfluencethePM’sabilitytobuildrelationships.ongoingcredibilityProgramvisibilityThepriorityoftheprogramHisorheraccessibility23ProjectManagerSkillRequirementsResourceAllocationSkillsThe“StatementofWork”definesthebasisforresourceallocation.Itisalsoimportanttodefinekeyprogramtiming.Commitmentsforspecs,schedulesandbudgetsshouldbedoneearlyintheprogramwithkeypersonnel2421stProjectManagerKnowledgeofthebusinessRiskManagementIntegrationskillsThelinemanagerswillbethetechnicalexperts25StaffingtheTeamTheprojectmanagermusttrustthelinemanagersinceitisthelinemanagerwhoiscommittingtodelivertheproject.Theprojectmanagermustbeflexibleinacceptingpeople.Remember,resourceneedsaredefinedbythelinemanager.Staffingcanbetimeconsuming.Infact,itwillcontinuethroughouttheproject.26ProjectTeam27ProjectManagerFunctionalTeamProjectOfficeProjectOfficeResponsibilitiesActingasthefocalpointofinformationforbothin-housecontrolandcustomerreportingControllingtime,costandperformancetoadheretocontractualrequirementsEnsuringthatallworkrequiredisdocumentedanddistributedtoallkeypersonnel.Ensuringthatallworkperformedisbothauthorizedandfundedbycontractualdocumentation28ProjectOfficeActivitiesIntegrationofactivitiesIn-houseandout-of-housecommunicationSchedulingwithriskanduncertaintyEffectivecontrol29FunctionalTeamForlargeprojects,itishighlydesirablethefunctionalteambefulltimeThefunctionalteamonlargeprojectscanbelarge,over100people.Allfunctionsarerepresented,Engineering,Manufacturing,Purchasing,Quality,Marketing,Service,PublicRelations,FinanceandtheProjectoffice.30FunctionalTeamNotalwaysfulltimewithsmallprojectsReportbothverticallyandhorizontallyMustreleaseresourceswhennolongerneeded.Mustidentifythe“Star”employeeswhoarevitaltoprojectsuccess.31StructureDocumentationItisimportanttocommunicatethestructureoftheProjectTeamthroughoutthecompany.Itisalsoimportanttoprepareanddistributealistofallteammembers,emailaddress,phonenumbers,officeandresponsibility.Thelistneedstobemaintained.Amastermeetingscheduleneedstobeprepared.32GlobalProjectChallengesIntoday’sworldofglobalbusiness,theprojectmanagermayhavetomanageresourcesfromaroundtheworld.Manufacturing,engineering,suppliersandmarketingmaybespreadacrossmultipleregions.Challengesincludeculture,language,taxes,regulatory,timezones,diversemarkets,uniqueeconomics,suppliercapability,businesspracticesandskilllevels.33DestructiveRoles34DestructiveRolesAggressorDominatorDevil’sAdvocateBlockerRecognitionSeekerWithdrawerTopicJumperSupportiveRoles35SupportiveRolesInformationSeekersInformationGiversEncouragersInitiatorsHarmonizersConsensusTakersClarifiersGateKeapersMistakesMadebyInexperiencedManagersBelievingthatexcessivedetailisneededtobeaneffectiveleaderPretendingtoknowmorethanyoudoandalienatingtheexpertsTryingtoimpresspeop