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Chapter 3 concerns the many roles of the project manager (PM), the multiple responsibilities, and some personal characteristics a project manager should possess. It also discusses the problems a PM faces when operating in a multicultural environment. | Chapter 3 The Project Manager 3- The Project Manager The project manager can be chosen and installed as soon as the project is selected for funding This simplifies several start up activities The project manager can be chosen later This makes things difficult Senior management briefs the project manager Project manager begins with a budget and schedule As people are added these are refined 3- Functional Management Continued Department heads are usually functional specialists They have the required technical skills to evaluate all members of their organization Functional managers: Decide who performs each task Decide how the task is performed Exercise a great deal of control over every aspect of the work that gets performed within their area 3- Project Management 3- Project Management Continued Project managers are usually generalists It would be very unusual for a project manager to have all the technical skills that are used on their projects Project managers: Rarely | Chapter 3 The Project Manager 3- The Project Manager The project manager can be chosen and installed as soon as the project is selected for funding This simplifies several start up activities The project manager can be chosen later This makes things difficult Senior management briefs the project manager Project manager begins with a budget and schedule As people are added these are refined 3- Functional Management Continued Department heads are usually functional specialists They have the required technical skills to evaluate all members of their organization Functional managers: Decide who performs each task Decide how the task is performed Exercise a great deal of control over every aspect of the work that gets performed within their area 3- Project Management 3- Project Management Continued Project managers are usually generalists It would be very unusual for a project manager to have all the technical skills that are used on their projects Project managers: Rarely decide who performs each task Lack the technical skills to evaluate much of the work performed on a particular project Exercise control very little over most aspects of the work that gets performed on the project 3- Comparing Functional & Project Managers Functional managers need technical skills; project managers need negotiation skills Functional managers should be more skilled at analysis; project managers should be more skilled at synthesis Functional managers use the analytic approach; project managers use systems approach Functional managers are responsible for a small area; project managers are responsible for the big picture Functional managers act as managers; project managers act as facilitators 3- Comparing Functional & Project Managers Continued Functional managers are responsible for a small area; project managers are responsible for the big picture Functional managers act as direct, technical supervisors; project managers act as facilitators and generalists 3-