The following will be discussed in this chapter: The PM’s roles, the PM’s responsibilities to the project, selection of a project manager, project management as a profession, fitting projects into the parent organization, the project team, multidisciplinary teams - balancing pleasure and pain. | Chapter 2 The Manager, the Organization, and the Team Introduction Project manager usually selected after project is selected It is job of project manager to make sure that the project is properly planned, implemented, and completed Project manager then recruits qualified people for the project Learning project tools and techniques is easy, succeeding as a project manager is hard The Project Manager’s Roles Facilitator Facilitator versus supervisor Must ensure that those working on project have the appropriate knowledge, resources, and time to accomplish their responsibilities Systems approach Must understand how everything impacts the overall project Communicator Must communicate effectively with the various stakeholders of the project Communication Paths for a Project Manager Figure 2-1 Different Views of Stakeholders Traditional view suggests alternative stakeholders define success and failure differently Others don’t see satisfying alternative stakeholder needs as a zero-sum game | Chapter 2 The Manager, the Organization, and the Team Introduction Project manager usually selected after project is selected It is job of project manager to make sure that the project is properly planned, implemented, and completed Project manager then recruits qualified people for the project Learning project tools and techniques is easy, succeeding as a project manager is hard The Project Manager’s Roles Facilitator Facilitator versus supervisor Must ensure that those working on project have the appropriate knowledge, resources, and time to accomplish their responsibilities Systems approach Must understand how everything impacts the overall project Communicator Must communicate effectively with the various stakeholders of the project Communication Paths for a Project Manager Figure 2-1 Different Views of Stakeholders Traditional view suggests alternative stakeholders define success and failure differently Others don’t see satisfying alternative stakeholder needs as a zero-sum game Seek to align the goals of all stakeholders with the purpose of the project If we look for trade-offs we will find them! If we look for synergies we may find them too Identifying and Analyzing Stakeholders Expert judgment of PM and project to team helpful in identifying stakeholders Stakeholder register created to maintain key information about stakeholders Stakeholder issue log should also be maintained to catalog issues that arise and how they were resoloved Example Power-Interest Grid (Figure 2-2) Example Commitment Assessment Matrix (Figure 2-3) Managing Stakeholder Engagement Obtaining and confirming stakeholders’ commitment to the project’s success at the appropriate stages in the project Communicating with stakeholders to manage their expectations Proactively addressing stakeholder concerns before they become major issues Resolving issues in a timely fashion once they have been identified Virtual Project Manager More and more often, project teams are geographically dispersed .
