Project Management Chapter 2

Project stakeholder

Anyone who could impact or be impacted by the project.

Stakeholders can be...

Individuals, groups of people, or entire organizations that are involved in the project or whose interests might be affected by the project.

PM role: PLANNER

Ensures the project is well defined and resources are available; puts processes in place for execution and control.

PM role: ORGANIZER

Determines the complete work effort: sequence of activities, due dates, assignments, and costs.

PM role: POINT PERSON

The point of contact for all project communications.

PM role: QUARTERMASTER

Ensures proper resources, materials, and facilities.

PM role: FACILITATOR

Links stakeholders and project team members.

PM role: PERSUADER

Gains agreement from stakeholders; manages expectations and forces resource decisions.

PM role: PROBLEM SOLVER

Uses their full background to resolve issues.

PM role: THE UMBRELLA

Shields the team from politics and "noise."

PM role: THE POLICE OFFICER

Continuously measures progress against the plan and takes corrective actions.

PM role: COACH

Motivates, improves skills, and provides feedback.

PM role: THE BULLDOG

Master of follow-up.

PM role: LIBRARIAN

Manages all information and communication.

PM role: INSURANCE AGENT

Continuously identifies risks and mitigation.

PM role: SALESPERSON

Change agent; inspires the team.

Name the 5 key skills of a project manager

1. Project management fundamentals

2. Business management skills

3. Technical knowledge

4. Communication skills

5. Leadership skills

Project management fundamentals

The "science" of project management; includes software such as MS Project.

Business Management Skills

Same skills as an operations manager: budgeting, finance, purchasing, coaching, performance management.

Technical Knowledge

Experience and competence in the focal area of the project; gives the PM credibility.

Communication Skills

Written, oral, and presentation skills, plus "active listening." PMI regards this as the MOST IMPORTANT skill.

Which skill does PMI regard as the most important for a PM?

Communication skills

Leadership Skills

General people skills: adaptability, flexibility, problem solving, people management, and seeing the "big picture."

Technical knowledge gives a PM what?

Credibility

Business management skills are the same skills as which other manager?

An operations manager

Name the 10 qualities of a successful PM

Takes ownership, savvy, intensity with a smile, eye of the storm, strong customer-service orientation, keeps eye on the ball, controlled passion, healthy paranoia, context understanding, looking for trouble.

PM quality: TAKES OWNERSHIP

Responsibility and accountability; leads by example.

PM quality: SAVVY

Understands people and the organization, including internal politics.

PM quality: INTENSITY WITH A SMILE

Assertive, tenacious, and results-oriented, but still accessible.

PM quality: EYE OF THE STORM

Stays calm during chaos.

PM quality: STRONG CUSTOMER-SERVICE ORIENTATION

Sees each stakeholder's perspective; facilitation and collaboration; people-focused; team-oriented approach.

PM quality: ALWAYS KEEPS EYE ON THE BALL

Stays focused on project goals and objectives.

PM quality: CONTROLLED PASSION

Passionate about the project, but detached enough to keep a better perspective.

PM quality: HEALTHY PARANOIA

Positive outlook for project success, but assumes nothing and verifies everything.

PM quality: CONTEXT UNDERSTANDING

Understands where the project "fits" in the company.

PM quality: LOOKING FOR TROUBLE

Watches for risks, issues, and obstacles.

Common PM mistakes: stakeholder and alignment related

Not understanding or ensuring the project is aligned with organizational objectives; not managing stakeholder expectations throughout; not gaining agreement and "buy-in" on project goals and success criteria from key stakeholders.

Common PM mistakes: schedule related

Not developing a realistic schedule that includes all work efforts, tasks, estimates, and resource requirements; not getting buy-in and acceptance on the schedule.

Common PM mistakes: responsibility and scope control

Not clearly deciding and communicating who is responsible for what; not using change control procedures to manage project scope.

Common PM mistakes: communication and execution

Not communicating consistently and effectively with all key stakeholders; not executing the project plan.

Common PM mistakes: risk related

Not tackling key risks early; not proactively identifying risks and developing contingency plans for them.

Common PM mistakes: resources, issues, and leadership

Not getting the right resources with the right skills at the right time; not aggressively pursuing issue resolution; inadequate requirements definition and management; insufficient management and leadership of the team.

Mistake: which procedure helps manage the scope of a project?

Change control procedures (not using them is a common mistake).

Mistake: when should key risks be tackled?

Early in the project.

Mistake: what should be developed for identified risks?

Contingency plans.

Why must a PM gain "buy-in" from key stakeholders?

On project goals, success criteria, and the schedule; lacking it is a common mistake.