project initiation

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• A project manager is a professional in the field of
project management. The project manager has many
activities to perform, challenges to overcome, and
responsibilities to uphold over the life of a project
with no or limited authority. However, while the
project manager is responsible for managing the
project, the responsibilities do not end there. The
project manager has to keep several key factors in
mind to ensure the success of the project. This
includes time management and budgeting and
maintaining quality as required by the customer
• S
The project manager

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• The project manager has to keep several key factors in
mind to ensure the success of the project. This
includes time management and budgeting and
maintaining quality as required by the customer
The project manager

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• He is the “captain” of the ship, the “conductor” of
the orchestra, the “mentor” of the team, the
“catalyst” of the engine, and so on.
The project manager

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• ROLES OF PROJECT MANAGER
• Leader- Gets others to want to do something that
they believe should be done. The effectiveness of
any project depends to a large extent, on the
leadership skills of a project manager. The most
essential leadership skills for the project manager
start with motivating and inspiring teams and
individuals-negotiating and communication skills,
influencing skills and team building with emphasis on
improving team performance
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• Planner- Ensures that the project is defined properly
and completely, all stakeholders are engaged and on
the same page, work packages/tasks are determined,
required resources are made available when needed,
and processes are in place to properly execute and
tracking and steering the project towards successS
The project managers

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• Organizer- Uses work breakdown structure,
estimating and scheduling techniques to determine
the schedule for the project, sequences of work
activities, who will do the work and how much the
work cost.
• Point Man- Serves as the central point of contact for
all oral and written communication, identifies, and
resolves issues and conflicts to ensure project
completion on time, under budget, and meeting with
customer satisfaction.
The project manager

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• Army Officer- Ensures that the project has
resources, materials, and facilities projects needs
when it is required. The project manager just like an
army officer has the experience of managing a team
and will be able to best deploy the expertise of each
person in his team and also direct their essential
roles towards the common goal.
• Facilitator- Ensures that stakeholders and team
members who come from different perspectives,
culture, understand each other and work together
harmoniously to accomplish the project goals.
The project manager

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• Persuader- Gains agreement from the stakeholders
on project definition, negotiates with vendors or
suppliers or subcontractors on price and other
commercial terms and persuades them to agree on
terms and conditions in line with project
requirements. Manages change requirements of
stakeholders, their expectations throughout the
project, while managing the competing demands of
time, cost and quality and most important keeping
the interest of his company in his mind while doing
so.
The project manager

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• Problem Solver- Utilizes root cause analysis process
experience, technical and commercial knowledge to
resolve difficult/tricky issues and takes necessary
corrective actions.
• Protector- Works to shield the project team from the
politics and “noise” surrounding the project so that
the team remains focused and productive.
• Mentor- Encourages team members to solve
problems in their field of specialization, empowers
them to take decisions with minimum advice, thus
saving time and improving their performance.
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• Motivator- Ensures that the team is motivated and
finds ways for the same.He creates and maintains a
motivating environment for all members of the
team. This role played by the project manager is very
important to maintain inspiration and high morale in
the team members throughout the project lifecycle.
• Chaser Performs follow-up to ensure the
commitments made by stakeholders are maintained,
issues are resolved and action items are completed
in all respect as per customer expectations.
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• Librarian- Manages all information, communications
and documentation involved in the project. Keeps all
project documents including change request
properly documented and presented to the
customer as per contract requirements.
• Insurance agent- Continuously works to identify risks
and to develop responses to those risks events in
advance. Ensures insurance policies for men,
materials, equipment are in place.
The project manager

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• Police Officer- Consistently measures progress
against the plan, develop corrective actions, reviews
quality of both project processes and individual work
packages.
• Salesman- Sells the benefits of the project to the
organization.
• Teacher/Professor- Keeps the discipline in the team,
guides them to do the work, has regular status
meetings with them to ensure that the interest of
the organization is met.
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• Umpire- Resolves conflicts between stakeholders
including team members amicably and
constructively.
• Entrepreneur-Project managers and enterpreners
have three common skills,which are ability to drive a
team,willingness to take risks and being prepared to
take on responsibility just like an enterpreneur runs
his project or like running his own business with
initiative and drive.They work long hours,manage the
budget,come up with ideas to solve
problems,manage conflicts,keep their stakeholders
happy,focus on the big picture,gets things done-
pretty much in a way that an enterpreneur would do.
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• RESPONSIBILITIES OF PROJECT MANAGER
• Manage processes and leads people (People +
Process = Success)
• Inspire trust among stakeholders through strong
character and integrity
• Plan all project tasks and activities by adopting PDCA
cycle (Diagram 2.9 )
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The project manager
Diagram 2.9-PDCA Cycle

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• Allot resources to project activities.
• Apply change control management process.
• Maintain effective communication system.
• Resolve conflicts between team members effectively.
• Ensure contract management is in place and all
clauses of the contract are well understood.
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• Schedule all activities and keep stakeholders
informed.
• Monitor project progress at frequent intervals.
• Motivate team members to perform consistently.
• Plan and monitor the project.
• Manage project risks,and develop contingency plans.
• Build a cohesive and enthusiastic project team.
• Exercise leadership and management skills.
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• Identifies the problem and take steps to correct any
deviation with respect to time, cost and
performance.
• Maintain a unwavering focus on the final outcome of
the project.
• Ensure proper safety requirements are in place at
site.
• Manage proper closure of the project.
• Apply and ensure adequate measures are taken to
protect the environment.
• Deliver the project to its final stage and reach its end
goal.
The project manager

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• Identifies the problem and take steps to correct any
deviation with respect to time, cost and
performance.
• Maintain a unwavering focus on the final outcome of
the project.
• Ensure proper safety requirements are in place at
site.
• Manage proper closure of the project.
• Apply and ensure adequate measures are taken to
protect the environment.
• Deliver the project to its final stage and reach its end
goal.
The project manager

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• KEY SKILLS OF PROJECT MANAGER
• Project Management Skills- Project management is
a challenging job. The job includes initiation,
planning, executing, controlling, and closing of a
project. Even more difficult, that project s delegated
to a team that may not be of your choosing, given
specific goals to achieve over a defined timeline for a
determined budget. In short the project manager
has to manage processes and lead people.
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• Business Management Skills- Skills in budgeting,
finance,procurement, organizational dynamics, team
development, performance management, coaching
and motivation.
• Technical Knowledge- The knowledge gained from
experience, initiative taken to understand primary
technology of the project will greatly increase
“effectiveness” of a project manager.One will have
more credibility and can ask better questions,
validate the estimates of work packages, help solve
technical issues, and develop better solutions.
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• Communication skills- Skills in all written
communication (correspondence, emails,
documents), oral communication, facilitation skills,
presentation skills and the most valuable – active
listening (listen with focus, empathy and the desire
to connect with the speaker).
• Leadership skills- People skills such as interpersonal
skills, people management skills, degree of customer
orientation, analytical skills, problem solving skills
and the ability to keep the “big picture” in mind.
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• Risk Management Skills-Doing anything has a risk
element. Planning a project, big or small, is inherent
with risk. It’s part of one’s job so see and identify
those issues before they become problems.
Therefore, before executing the project, one has to
identify, assess, and control risk. The more one can
manage risk, the more likely his project is likely to
succeed. Off course, one cannot anticipate
everything that may happen over the life cycle of the
project. There will be unexpected issues that may
arise, soone needs to have processes in place to
handle those when they do come up
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• Cost Management Skills-A project manager needs to
have realistic budget in place, that can meet the
financial needs of the project. Also he needs to have
cost control process in place throughout the
execution of the project. It takes a great deal of skill
to figure out how to squeeze every rupee of the
limited funds available to him.
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• Negotiating Skills-Leading a project means one is in
constant negotiations. For example, a project
manager will likely to face demand from
stakeholders that can impact the scope of a project.
He will have to give them push back, but
diplomatically to all parties concerned,so that they
feel they are getting what they want. Further, there
are inevitable conflicts that will arise among team
members or other people involved in the project. If
one has strong negotiating skills he can resolve these
disputes before they blow up and threaten the
project.
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• QUALITIES OF SUCCESSFUL PROJECT MANAGERS
• They excel in at least three of the five skill categories
(Project management Skills, Business Management
Skills, Technical Knowledge, Communication Skills,
Leadership Skills) and are either “good enough” in
the other categories or have multi skilled team
members to compensate for their deficiencies.
• Ready to take ownership of the decisions taken by
them or by their team members.
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• Takes responsibility and accountability for the project
status, drives the project and leads by example.
• Understands people and dynamics of the
organization; navigates tricky politics; has the ability
to quickly read and diffuse emotionally charged
situations; thinks fast on the feet; builds
relationships.
• Balances an assertive, resilient, tenacious, result
oriented focus with a style and smile on his face that
makes people comfortable to interact and help out
of the way.
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• Demonstrates ability to remain cool under high
pressure situations, presents confident personality
by his talk and body language,when others are
showing signs of project stress.
• Demonstrates ability to see and understand each
stakeholder’s perspective, and listens to them
actively and with empathy.
• Takes a team-oriented approach; and demonstrates
types of leadership skills during various stages of
team development.
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• Stays focused in the project goals and objectives
even when things don’t go as planned.
• Balances passion with calmness and empathy, which
enables him to make better decisions.
• Balances a confident, positive outlook with a realism
that assumes nothing, constantly questions, confirms
and reconfirms everything.
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• Understands the priorities of project goals and
proceeds accordingly.
• Constantly looks and identifies potential risks, issues,
obstacles, confronts doubts head-on, understands
that most of these situations are opportunities, and
resolves them before they become full-scale crisis
points.
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• COMMON MISTAKES OF PROJECT MANAGERS
• Not able to manage processes and lead people.
• Not clearly understanding whether the project is
aligned with organizational objectives.
• Not managing shareholder expectations throughout
the project.
• Not gaining agreement on project objectives and
goals from key shareholders.
• Not developing a realistic schedule.
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• Not getting acceptance on the project schedule.
• Not communicating consistently and effectively with
key shareholders.
• Not executing the project plan.
• Not identifying and attending to key risks early in the
project.
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• Not obtaining the right resources with the right skills
at the right time.
• Not developing contingency plans for known risks.
• Not aggressively pursuing change management
process.
• Not able to resolve conflicts on time.
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• TYPES OF PROJECT MANAGERS
• There are generally four types of project managers:
• Project expeditors-They are individuals who visit the
vendors and/or subcontractors, coordinate with
them and speed up the work. They report the status
of the work to their higher ups. Their role is limited
to coordinate, follow-up, report and suggest
solutions to their bosses. If the progress of the work
is not found satisfactory, management would then
intervene to correct the situation. This role is
suitable for smaller projects and with low risk.
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• Project coordinator- They are individuals nominated
by the management to achieve control over the
project activities. They have authority to control the
project and disburse funds for the project, but have
no direct control over the workers. For example, if
the project is awarded on the LSTK contractor, then
in such case the project manager from the owner
side plays this role. He coordinates with the project
manager from LSTK contractor, and Project
Management Consultant coordinator to ensure
project is successful.
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• Matrix managers- They perform full range of
management functions. They serve the same
purpose as the other two, except that they have
authority to plan, motivate, direct and control
project work. Persons/workers from functional
department report to him, and he is the leader as far
as the project is concerned. He is responsible for
ensuring the project is delivered on time, within
budget, and as per specification, in short as per
customer expectations. For example, project
manager from LSTK company.
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• Pure Project Managers-These managers are
primarily integrators and generalists rather than
technical specialists. In the course of the project,
they actively deal with the top management,
functional managers, vendors, customers and sub-
contractors. For example, a developer for a large
construction project appoints a project manager, and
delegates the power to make appointments, like
appointing architect and contractor, etc.
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• SELECTION OF PROJECT MANAGER
• Selection of the project manager is one of the
important decisions concerning the project.
Normally the project manager is selected on
seniority basis for large-scale projects to enhance the
chances of success.
• Generally the attributes like attitude, skill,
experience and man management skills are kept in
mind during selection, besides the following
requirements:s
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• A strong technical and commercial background.
• Cool headed,balanced and positive outlook.
• Good at making presentations to stakeholders.
• Ability to handle stress situations.
• Someone who is currently available and not loaded
with many projects to work on.
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• Good at communication in different languages.
• Someone with good terms with senior executives.
• A person who can lead the team and keep them
happy throughout the life cycle of the project.
• One who has worked in different departments.
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• Someone who does not change jobs frequently.
• A person who can walk the talk.
• A person who is flexible in his working style, but
result oriented.
• Someone who treats obstacles as challenges.
The project manager