Class : LA53

Course : Project Management

Name :
 Ayu Putri Vidiantiwi (2101635952)
 Annisa Mutiara (2101704073)
 Muhammad Akbar (2101665785)
 Rizaldi (2101683951)

CHAPTER 3
THE PROJECT MANAGER & PROJECT MANAGEMENT

PROJECT MANAGER : is the person who is assigned by the performing organization to lead the team, and
carry out the project activities. As the leader, this person will take responsibility for planning,
implementing, and completing the project, beginning with the job of getting things started

Two Conditions receive special attention from PM :

1. The degree to which the project has the support of top management. If that support is strong and
reasonably unqualifi ed, the project has a much better chance of success
2. The general orientation of the project team members. If they are highly oriented toward their
individual, functional disciplines, as opposed to the project itself, project success is threatened
.

The PM has responsibilities to the parent organization, the project itself, and the project team. The
unique demands on a PM concern seven areas :

 Acquiring adequate physical resources

 Acquiring and motivating personnel
 Dealing with obstacles
 Making goal trade-offs
  Maintaining a balanced outlook in the team
 Communicating with all parties
 Negotiating

Two factors crucial to the success of the project are its support by top management and the existence of
a problem orientation, rather than discipline orientation, within the team members.

Role of Project Manager

 Lead the Team

 Achieving Project Objectives
 Manage Project Processes
 Apply Tools and Techniques
 Variety of Skills

Responsibilities

 Plan and Organize the work

 Manage the day to day activities of a project
 Deliver the project deliverables to the client
 Identify potential stakeholders

Project Manager Competencies

 Knowledge : what project manager knows about project management

 Performance : what the project manager is able to do or accomplish with his PM knowledge
 Personal : How the project manager behaes when performing the project or related activity

Interpersonal Skills of Project Manager

1. Leadership 7. Motivation
2. Decision Making 8. Coaching
3. Influencing 9. Trust Building
4. Team Building 10. Negotiation
5. Political and Cultural Awareness 11. Communication
6. Conflict Management

THE PROJECT MANAGEMENT CAREER PATH :

1. Trainee : a six-month position to learn about project management

2. Cost Analysis / Schedule Engineer : a 6-18 month team position reporting to a project manager
3. Site Management : a 6-12 month position responsible for a large site and
reporting to a program manager
4. Small Project Manager : sole responsibility for a $1M to $3M revenue project
5. Project Manager : responsible $3M to $25M projects
6. Program Manager : responsible for multiyear projects and programs over $25M
ATTRIBUTES OF EFFECTIVE PROJECT MANAGERS :

1. A strong technical background

2. A hard nosed manager
3. A mature individual
4. Someone who is currently available
5. Someone on good terms with senior executives
6. A person who can keep the project team happy
7. One who has worked in several different departments
8. A person who can walk on the waters

To handle the variety of project demands effectively, the PM must understand the basic goals of the
project, have the support of top management, build and maintain a solid information network, and remain
flexible about as many project aspects as possible.

PROCESSES OF PROJECT MANAGEMENT

INITIATING PROCESSES
 Develop Project Charter
 Identify Stakeholders

PLANNING PROCESSES
 Develop Project Management Plan  Plan Cost Management
 Plan Scope Management  Estimate Costs
 Collect Requirement  Determine Budget
 Define Scope  Plan Quality Management
 Create WBS  Plan Human Resource Management
 Plan Schedule Management  Plan Communication Management
 Define Actiities  Plan Risk Management
 Sequence Activities  Identify Risk
 Estimate Activity Resources  Perform Qualitative Risk Analysis
 Estimate Activity Durations  Perform Quantitative Analysis
 Develop Schedule  Plan Risk Resources
 Plan Procurement Management

EXECUTING PROCESSES
 Direct and Manage Project Work  Manage Project Team
 Perform Qualiy Assurance  Manage Communications
 Acquire Project Team  Conduct Procurements
 Develop Project Team  Manage Stakeholders Engagement
 MONITORING & CONTROLLING PROCESSES
 Monitor & Control Project Work  Control Quality
 Perform Integrated Change Control  Control Communications
 Validate Scope  Control Risks
 Control Scope  Control Procurements
 Control Schedule  Control Stakeholder Engagement
 Control Costs

CLOSING PROCESSES
 Close Project or Phase
 Close Procurements

Special Demands on The Project Manager

 Acquiring Adequate Resources :
The good PM knows there are resource trade-offs that need to be taken into consideration. Many
details of resource purchase and usage are deferred until the project manager knows specifi cally
what resources will be required and when.
 Acquiring and Motivating Personnel :
The PM must negotiate with the functional department managers for the desired personnel, and
then, if successful, negotiate with the people themselves to convince them to take on these
challenging temporary project assignments
 Dealing with Obstacles :
PM will have to face and overcome a series of crises. These crises, affect not only the project but
the PM as well, and his or her ability to make trade-offs to keep the project on track, a topic
discussed further below. The better the planning, the fewer the crises, but no amount of planning
can take account of the myriad of changes that can and do occur in the project’s environment.
The successful PM is a fire fighter by avocation.
 Making Project Goal Trade-offs :
The PM must make trade-offs between project progress and process—that is, between the
technical and managerial functions
 Maintaining a Balanced Outlook :
The occurrence and solution of technical problems tend to cause waves of pessimism and
optimism to sweep over the project staff.
 Breadth of Communication :
Communication skills, especially listening and persuading, are the most important skills in
successfully managing projects. the PM must be fl exible in as many ways, with as many people,
and about as many activities as possible throughout the entire life of the project. The PM’s
primary mode of operation is to trade off resources and criteria accomplishment against one
 another. Every decision the PM makes limits the scope of future decisions, but failure to decide
can stop the project in its tracks.

Some important points concerning the impact of culture on project management are:
1. Cultural elements refer to the way of life for any group of people and include technology,
institutions, language, and art.
2. The project environment includes economic, political, legal, and sociotechnical aspects.
3. Examples of problematic cultural issues include the group’s perception of time and the manner
of staffing projects.
4. Language is a particularly critical aspect of culture for the project.

OUR PROJECT MANAGER DOES IN CURRENT PROJECT

 Making a project’s plan
 Set project expectations with all members
 Set timeline for the project
 Selecting the members based on its
experts
 Making steps to achieve project objective
 Develop a detailed project management
plan to track project progress
 Create and continuously update the
project
 Establish effective communication
 Ensure team members have all the
necessary information
 Evaluate team performance periodically