Project Management Lecture. Andy Branca, Ph.D. Director Industry Relations UWEB
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1 Project Management Lecture Andy Branca, Ph.D. Director Industry Relations UWEB
2 Project Management What is it? Where did it come from? Role of Project Manager Projects Vs. Programs
3 G O O D C U S T O M E R WI T H I N RELATIONS Time Cost Resources Performance / Technology Harold Kerzner, 1992
4 Brief History WWII Military Needs Procurement Manufacture of Ships, Tanks and Planes Huge increase in Defense Contracting Post War Corporate Growth Defense Contractors High Tech Industries 1970 s Defense Contractors Construction Industry
5 Project Oriented Industries Today Defense Construction Pharmaceutical Chemical Banking Hospitals Accounting Advertising Law State and Local Governments United Nations
6 A true engineering discipline Prevalence in most engineering oriented industries Professional certification by PMI Project Management Institute Career Development for Engineers Route to advancement to senior management
7 Project Example- Best Stents Inc. Project conception Research has discovered a new RFGD coating Decision made to develop and test prototype If prototype successful new stent will be developed Project Goal Deliver specifications to Bioengineering group, who will make samples for pre-clinical testing New Stent Prototype Project Start to finish - 3 months
8 Best Stents Inc. Major Corporate Divisions CEO Research Product Development Manufacturing Operations & Facilities Business Development Marketing and Sales Program Management
9 Best Stents Inc. Organizational Chart for Product Development Division CEO VP Product Development Dir... Prototype Development. Dir... Process Development. Bioeng. Group Leader Eng. Group Leader Assoc. Dir. Manufacturing Process Biocompatibility Specialist Polymer Chemist Dev. Assoc. III Dev. Assoc. II Dev. Assoc. I Coating Engineer Fabrication Eng.. Design Eng.. Dev. Assoc. III Dev. Assoc. II Dev. Assoc. I Manuf. Systems Eng. Materials Specialist Senior Process Eng. Process Dev. Associate III Process Dev. Assoc. II Process Dev. Assoc. I
10 Best Stents Inc. Organizational Chart for Program Management CEO VP Program Management New Technology Program Manager New Product Program Manager Stent Program Manager Business Development Program Manager Project Office Manager "X" Project Manager "Y" Project Manager "Z" Project Manager
11 Choosing a project manager Prototype is made from existing polymers Only the coating is new Appoint Coating Engineer from Bioengineering group as Project Mgr. Track record of trouble shooting Persuasive, amicable, trustworthy etc. Ready for advancement in company
12 Project Team in a Matrix Management System Stent Program Manager (Executive Champion) Dir. Prototype Dev. Eng. Group Leader Bioeng. Group Leader Project Manager Fabrication Eng.. Design Eng.. Dev. Assoc. III Dev. Assoc. II Biocompatibility Specialist Polymer Chemist Dev. Assoc. III Dev. Assoc. II Dev. Assoc. I In a matrix management system, the project manager pulls together a project team across the vertical line-management organization. The most important skill of the PM is to manage people who do not report directly to you on a permanent basis. Key is to achieve a good rhythm with the line managers. Authority is derived from executive champion and is documented Communication and people skills are more important. Dev. Assoc. I Coating Engineer
13 Program Evaluation& Review Technique (PERT) and Critical Path Method (CPM PERT- US Navy, Polaris Missile system, 1958 CPM- DuPont, 1959 All tasks, and their relationships are displayed as a network Critical Path: The sequence of activities and events which require the most time Slack Time- Allows for the adjustment of tasks which are not on the critical path
14 PERT/ CPM: Example 1 Sequence of Events Activity Title Immediate Predecessors Time (weeks) 1-2 A _ B A C A D B E B F C G C H D,F I H J E,I K G,J 2
15 PERT/ CPM: Example Critical Path
16 PERT/ CPM: Example 2 T E = 3 T = 3 L T E = 6 T = 9 L T E = 0 T = 0 L T T E L T T E E = 2 = 10 T = 10 T = 5 L L Earliest possible date for event to take place Latest date for event to take place, without extending project completion T E = 15 T = 15 L Slack Time T L - T E
17 ID Task Name Time Start End Links Name 1 Investigator Activities 1d 2/1/01 2/1/01 January 28 February 4 February 11 February 18 February 25 March 4 March 11 March 18 March 25 April 1 April 8 1/28 2/4 2/11 2/18 2/25 3/4 3/11 3/18 3/25 4/1 4/8 2 Send Request and formats to 1d Investigators 2/1/01 2/1/ Report Sections- Preprations 21d 2/2/01 3/2/01 5 Volume Two 21d 2/2/01 3/2/01 6 Project Reports 21d 2/2/01 3/2/01 Caren,Judy 7 Thrust 1 21d 2/2/01 3/2/01 2 Pat & Investigators 8 Thrust 2 21d 2/2/01 3/2/01 2 Tom & Investigators 9 Thrust 3 21d 2/2/01 3/2/01 2 Jeff & Investigators 10 Pubs, biosketch & Presents 21d 2/2/01 3/2/01 Caren,Judy 11 Thrust 1 21d 2/2/01 3/2/01 2 Pat & Investigators 12 Thrust 2 21d 2/2/01 3/2/01 2 Tom & Investigators 13 Thrust 3 21d 2/2/01 3/2/01 2 Jeff & Investigators Finalizing Volume 2 20d 3/5/01 3/30/01 16 Merging,Preparation Vol 2 10d 3/5/01 3/16/01 13 Caren,Judy 17 send to Printer 1d 3/19/01 3/19/01 16 Staff 18 Printing Vol 2 7d 3/20/01 3/28/01 17 Print Svc 19 Vol 2 Received & Ready 2d 3/29/01 3/30/ /29 21 Volume One 47d 2/1/01 4/6/01 22 Research Program 15d 3/5/01 3/23/01 23 Thrust Leader Summaries15d 3/5/01 3/23/ Thrust One 15d 3/5/01 3/23/01 13 Pat 25 Thrust Two 15d 3/5/01 3/23/01 13 Tom 26 Thrust 3 15d 3/5/01 3/23/01 13 Jeff 27 Research Project List (Table 15d4.13/5/01 3/23/ Testbeds 15d 3/5/01 3/23/01 13 Caren 29 Indust. Collab & Tech. Trans.37d 2/1/01 3/23/01 Andy 30 Education & Ouitreach 37d 2/1/01 3/23/01 Fanaye 31 Appendix 1- Current & Pending 15dSupport 3/5/01 3/23/01 13 Caren,Judy 32 Appndix 2- Membership Certification 15d 3/5/01 3/23/01 13 Alma,Andy Current as of 2/7/01
18 PM s have lots of delegated authority but little formal power Kerzner, 1992, Formal Authority PM is officially empowered to give orders Reward Power PM reviews performance during annual review Penalty Power Opposite side of Reward Power Expert Power Project personnel have respect for PM expertise Referent Power Project personnel are attracted to good leadership
19 Barriers to Effective Team Building Kerzner, 1992, Differing perspectives, priorities, interests Role conflicts Objectives are unclear Dynamic project environment Competition over team leadership Lack of team definition and structure Project personnel selection Credibility of project manager Lack of team member commitment
20 Hierarchy of human needs Self-Actualization Self-esteem Need to Belong Safety Needs Physiological Needs A. Maslow, in W.D. Hitt, p. 162
21 Two approaches to motivation Transactional Leadership Transforming Leadership Carrot & Stick Approach Empowerment Treating People as Pawns Treating People As Persons Results in Adequate Effort W.D. Hitt. 153 Results in Best Effort
22 Life Cycle Theory of Leadership - P. Hersey & K. H. Blancahrd in H. Kerzner p 271 Effective Styles (high) Relationship Behavior B High Relationships & Low Tasks A Low Tasks & Low Relationships C High Tasks & High Relationships D High Tasks & Low Relationships (low) (low) Task Behavior (high) (mature) Employee status (immature)
23 Andy s methods: Identify the performers and negotiate hard get them on your team Design the project with the team Ask people how long it takes them to do things Do not change the way people do things Ask the line manager for permission to work directly with his/her reports even if you don t have to Let the program breathe- vary meeting schedule and type
24 Some Axioms One Scientist s View- Loren Pickart People are stupid People always do the same thing A Major Industrialist s # 1 Rule- Joe Ashley Never take yes for an answer A very eloquent leader s wisdom- W. D. Hitt Leadership can be learned The Workaholic Project Mgr.- H. Kerzner On Friday he thinks there only two more working days til Monday At 5:00 PM, he considers the day half-over He has no time to rest or relax He always takes home work from the office He takes work with him on vacations
25 References and other topics Project Management, A Systems Approach to Planning, Scheduling and Controlling Harold Kerzner, Ph.D.,1992, Van Nostrand Reinhold, New York, NY The Leader-Manager: Guidelines for Action William D. Hitt, 1988, Battelle Press, Columbus, OH Quality Management for Projects and Programs L.R. Ireland, 199, Project Management Institute, Drexel Hill PA Project and Program Risk Management: A Guide to Managing Risks and Opportunities Project Management Institute, Drexel Hill, PA Contract Administration for the Project Manager Project Management Institute, Drexel Hill, PA
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