Topic 2
PROJECT MANAGER
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PROJECT ORGANIZATION
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
I. The Nature of Man
model about human behavior
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
• Understanding human behavior is
fundamental to understanding how
organizations function, whether are profit-
making firms, non-profit enterprises, or
government agencies.
• Understanding human behavior is also the
fundamental to understanding how person
act ---- game.
• We will mainly focus on REMM.
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
REMM
• Resourceful, Evaluative, Maximizing
Model
• Postulates 1--4
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Postulate 1
• Every individual cares, he or she is an
evaluator.
• 1) The individual cares about almost
everything, knowledge, independent,etc
• 2) REMM is always willing to make
tradeoffs and substitutions.
• 3) Individual preferences are transitive.
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Postulate 2
• Each individual’s wants are unlimited
• 1) If we designate those things that REMM
values positively as GOODS, then he or she
prefers more goods to less, GOODS can be
anything from art objects to ethical norms.
• 2) REMM cannot be satiated. He or she
always wants more of some things, material
goods/intangible goods
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Postulate 3
• Each individual is a maximizer:
• He or she acts so as to enjoy the highest level
of value possible. Individuals are always
constrained in satisfying their wants--wealth,
time, physical laws of nature, limits of their
own knowledge about various goods and
opportunities, etc can be the constrains----
opportunity set----be given and external.
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Postulate 4
• The individual is resourceful:
• Individuals are creative. They are able to conceive of
change in their environment, foresee the
consequences thereof, and respond by creating new
opportunities----the limitation is is not immutable.
Human beings are not only capable of learning new
opportunity, they also engage in resourceful, creative
activities that expand their opportunities in various
ways.
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
• REMMs at work:
• Think about the effects of newly imposed
constrains to human behavior. REMMs’
response to a new constrains is to begin
searching for substitutes for what is now
constrained, a search that is not restricted to
existing alternatives. They will invent
alternatives that did not previously exist.
Examples…...
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
• REMM means there are no “needs”----
individual is always willing to make tradeoffs,
willing to substitute---willing to give up a
sufficient small amount of any good for
sufficient large amount of other goods(in his or
her own sense).
• There are no need, there only wants, desires.
demands. If something is more costly, less will
be demanded, than if it were cheaper. ----
Cost/benefit analysis.
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
• Keep in mind:
• Almost all the people in the world act as
REMMs, REMMs are everywhere ---- GAME
between different parties----Try to understand
what do your counter-party really want.
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
II. Project Manager’s Role
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Objectives
• IDENTIFY:
• What a project manager is
• Why a project manager is needed
• How to perform the role of a project
manager
• When a project manager will play a key role
in the project
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Project manager-Definition
• A project manager is an individual
responsible for:
• Planning and organizing
• Controlling and directing the day-to-day
activities of a project(s)
• Delivering the project objectives to
Sponsor and Steering Committee
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
A. Planning and Organizing
• 1 Planning
• 1)The technical activities of the project that will
produce the project’s objectives:(1) team
members’ activities; (2)schedule of the project
deliverables.
• 2) The financial objectives of the project is based
on the business case:(1)revenue from deliverables
delivered to the client;(2) cost of team members’
labor;(3)cost of deliverables from suppliers;(4)all
other project related cost
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
• 2. Organizing
• 1) The project team,roles and
responsibilities for all team members
• 2) The project documentation: (1) contract
file;(2) project plans;(3)project procedures;
(4)financial documentation: invoices to
clients; invoices from suppliers;
(5)correspondence
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
B. Controlling
• Managing the risk factors of the project
• Managing the changes to the project
• Managing the issues and problems during the project
• Tracking the technical performance of the project----
schedule, quality
• Tracking the financial performance of the project
• Tracking the suppliers performance against their contract
• Tracking the client satisfaction
• Managing the morale of the project team
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Why have a project manager
• Project manager’s value----enhance the
probability of a project:
• --with quality products
• --that is on schedule
• --that completes within budget
• --with a satisfied client
• --that leads to follow-on business
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
How do you do it
• 1. Follow defined processes that enable you to
PLAN and MANAGE the project
• 2. Identify the SKILLS required for a good
project manager: match those with the ones you
possess; develop missing skills
• 3. GAIN EXPERIENCE, do it in small steps:
go from a small project to a larger one and so
on until you are managing large multi-year
complex projects.
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
1. Follow defined processes that enable
you to PLAN and MANAGE the project
• 1). Planning Processes
• Develop a Work Breakdown Structure(WBS)--
include items to contain risk
• Develop the network
• Estimate cost & effort
• Create a schedule
• Repeat as necessary
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
• 2) Managing Processes
• Risk management process
• Exception management process
• Conduct project review(s)
• Project tracking process
• 3) Fits the planning and managing
processes together
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
•
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
2. Skills Requirement
• A very good understanding and awareness
of the business
• Experience managing projects through the
project implementation life cycle
• Fluent communicator
• Ability to manage people and motivate
them to deliver according to rigorous, often
punishing, timetables
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
• An understanding and solid appreciation of
business planning and strategy techniques
• Ability to understand and implement change
management programs
• Be IT literate and fully conversant with the
advantages that IT might bring to a planned
program of change
• Understand concepts of risk management and be
able to execute it
• Ability to manage client expectations while
retaining alignment over evolving business needs
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Characteristics of a good manager
• Communicator
• Organized
• Planner
• Takes responsibility
• Manage expectation
• Problem analyzer
• Recognized leader
• Confident
• Aggressive
• Creative problem solver
• Consistent
• Flexible
• Cheer leader
• Psychiatrist
• Leadership
• Team builder
• Coordinator
• Facilitator
• People oriented
• Motivator
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Characteristics of a good manager
• Sense of humor
• Understands user
• Proven track record
• Skills assessor
• Goal oriented
• Empathetic
• Risk taker
• Realistic
• Good business person
• Profit driven
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
When does it Start
• When does a project manager get involved?
• When an opportunity to do business with a
customer is identified
• This is during the Customer Relationship
Management (CRM), Solution Design
process
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
CRM Solution Design
• The business process that manages an
opportunity to do business with a customer
• During this process a solution for the
identified opportunity is developed
• This process starts when the opportunity is
identified and is carried on until the
customer signs a contract or rejects the
proposal for the solution
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Phases of the CMR solution
Design
• The following are the phases of the
CMR Solution Design:
• Reviewing the opportunity
• Defining the solution
• Creating a proposal
• Obtaining customer approval
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
CMR Solution Design Project
• During this project there is a need for an
individual who will be responsible for:
• -Planing the Solution Design project
• -Organizing the team and resources for the
project
• -Directing and managing the day-to-day activities
• -Delivering the project objectives and proposal to
the customer
• This individual is a project manager
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Solution Delivery Project
• Once the customer signs the contract the Solution
Delivery project will start
• During this project there is a need for an
individual who will be responsible for:
• -Planning the Solution Delivery project
• -Directing and managing the day-to-day activities
• -Organizing the team and resources
• -Delivering the project objectives and solution
• This individual is a project manager
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Project Management Starts?
• Project management starts at the beginning
and stops at the end
• startup manage close
caution
stop
One way
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Baseline
• The Solution Design and Solution
Delivery have one other thing in
common----A Baseline
• A Baseline is a position or statement
from which change is identified
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Baseline(continue)
• In Solution Design the starting baseline is
the identified customer requirements
• --This baseline will grow and change as
the requirements and solution are refined
• In Solution Delivery the starting baseline
consists of the contract,proposal,etc.
• --This baseline will also change and grow
throughout the life cycle of the project
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Baseline: business case
• One of the key documents of that is a baseline
at the start of the Solution Delivery is a
business case:
• Business case is: a document justifying the
project in financial term; The document
usually contains the projected costs(to
develop and run), and the business benefit
that the sponsor is delivering to the
sponsoring org.
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Summary
• A project manager is a full time job
• The job has many responsibilities:…...
• With the many responsibilities also comes
many rewards
• The role of project manager is the key to the
success of a project
• Most projects fail not because of technical
reasons but because of a lack of project
management
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
•
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
III. Roles of the Project Team
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Objectives
• Describe the project organization
• Identify project team members and their
responsibilities
• Identify project management
responsibilities
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Information Services
(IS)Management
• Oversee the progress of the project
• Schedule
• Cost
• User satisfaction
• Project management support groups
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
IS Management-Support Groups
• Project Assurance
• Legal
• User organizations
• Technical
• Product Safety
• Other internal organizations
• Other external organizations
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
User Project Manager
• Provides information,data,,decisions and approvals to the project
team
• Monitors and reports on progress to upper user management
• Helps resolve project issues
• Participates in project team
• Monitors and reports on progress to upper user management
• Helps resolve project issues
• Participates in project status meetings
• With the Project Manager,administers the project change control
procedure
• Helps resolves deviations from project plans
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Project Manager
• Overall project responsibility
• Establishes project work plans,estimates and
schedules
• Establishes project staffing requirements
• Establishes project training requirements
• Conducts project planning and project status
meetings
• Tracks and reports project progress,including
schedules and work products
• Takes corrective action when needed
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Project Manager
• Prepares and delivers project status
reports
• Establishes and administers the change
control procedure
• Prepares and makes presentations at
project reviews
• Interfaces with the User Project Manager
and obtains agreement when necessary
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
System Architect
• Assists the Project Manager in
defining,estimating and planning tasks
• Coordinates development of interfaces
between other teams,applications,systems,etc.
• Participates in data base design and technical
reviews
• Prepares project procedures
• Provides technical guidance to team members
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
System Architect
• Establishes guidelines,standards and
procedures for format and content of
work products (.,reviews work
products produced by team members )
• Coordinates walk-through and user
review meetings
• Evaluates and develops estimates for
project change requests
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
System architect
• Participates in status meetings and project reviews
• Resolves technical issues
• Participates in technical design reviews
• Provides inputs to test plan
• Reviews system test cases for completeness and
accuracy
• Selectively reviews test results to ensure the
quality of testing
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Project librarian
• Maintains the project documents library and
logs
• Maintains the correspondence files
• May assist with the entry of weekly input
into the project tracking system
• Assists with clerical support
• Key participant within project control
office(PCO)
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Test coordinator
• Prepares the test plan, including guidelines for
preparation of:
• function list
• test scripts
• test cases
• test data
• Establishes the system test software environment and
procedures
• Monitors the running and review of test cases
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Test coordinator
• Monitors the development of the system test
function list for accuracy and completeness
• Coordinates and provides guidance to the User
Analysts in the preparation of:
• test scripts
• test cases
• test data
• expected test results
• Maintains problem reports and problem log
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Test coordinator
• Follows up on problems reported to ensure
that problems are being fixed within the
established time period
• Communicates major problems and
solutions to all project team members
• Maintains the system test progress report,
tracks and reports test status
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Team leader(1)
• Assists the project manager and system architect
in defining and estimating tasks for project plan
• Defines, estimates and assigns tasks to team
members
• Plans, tracks and reports the team’s progress
against schedules
• Provides technical leadership to team member
• Participates in user review meetings
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Team leader(2)
• With the system architect, evaluates project
change request
• Has primary responsibility for the problem and
issues process
• Participates in project reviews
• Act as the primary contact with technical
support personnel
• Reviews the team member’s work products, and
participates in walkthroughs
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Team member(1)
• Assists the team leader in defining and
estimating tasks
• Documents requirements and prepares assigned
parts of the Requirements, External and internal
design reports according to established
guidelines
• Prepares test cases, scripts and data according to
the test plan
• Conducts system test according the test plan
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Team member(2)
• Reviews system test results according to the test
plan
• Prepares assigned portions of the user manual
according to the User Manual guidelines
• Prepares user training materials and “training the
trainer” according to the User Training guideline
• Plans, schedules and conducts walkthrus of other
team members’ work products
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Team members(3)
• Notifies the team leader of all apparent changes
which might require change control
• Reports progress against the plan on a weekly
basis:
• hours
• estimate to complete each task
• other key factors that may effect the schedule
• Codes of software products
• Installs software products
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Team member(4)
• Install hardware products
• Tests software and hardware products
according to the established guidelines
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Project executive
• Same general responsibilities as Project
manager, but at a much higher level
• High level business manager
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
User VP
• Same general responsibilities as the User
Project Manager, but at a much higher level
• Interface to the Project Executive
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Project Control office
• Maintains key project documentation library and
logs
• Enters the weekly input into the project tracking
system
• Assists/maintains he overall project plans
• Assists with project review preparation
• tracks/controls all documentation necessary for
the project
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
•
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Summary
• Define the project organization during the
project objectives definition phase
• Document the user responsibilities during
the project objective definition phase
• Complete a Position Description for each
individual on the project
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
IV. Team building
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Team building
• How do you select project members?
• What do you look for in a prospective
project member?
• How do you make members of different org.
into a project team?
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Selection of project team
• Specification of skills required
• Resource pool:
• your department, user, subcontractor
• available? Qualified?
• Assessment process
• Your personnel
• User personnel
• Subcontractor personnel
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Team introduction
• Lead positions
• Task assignments
• individual
• group
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
User personnel
• Selection process
• responsibility
• assistance
• Tracking productivity
• Perception of assignment
• User organization
• department head
• executive
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Team building factors
• Education/orientation
• total team
• your people
• user people
• Facilities
• smoking/non-smoking
• terminals
• telephones
• travel/parking
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Project people
• Stakeholders: see fig.
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Your team interviews
• Skills
• Independent
• Self-reliant
• Goal oriented
• Positive attitude
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Team selection
• Experience
• Capability
• Availability
• Also:
• personality
• group interaction
• desires and goals
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Maintaining morale
• Morale boosters: luncheons, activities
• Morale problems
• personnel conflicts
• travel/parking
• unusual working conditions
• technical incompetency
• expectation
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Developing skills
• Formal education----schedule it
• O-J-T opportunities----make them…...
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Summary
• A project team consists of many people
• of varying background
• with varying goals
• with varying skill levels
• with a common goal/objective
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
• You must manage EXPECTATION
• by understanding
• by negotiating
• by providing opportunities
• by communicating
• from the beginning
• agreement with all parties
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
V. Project Initiation:
meeting/orientation
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Objectives
• Describe the purpose of the project Kick-off
meeting
• Identify typical meeting agenda and
participants
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Activities prior to Project
Kick-off Meeting
• Review project documentation
• Hold initial meeting with user project manger----
identify key issues/areas of concern
• Establish project work plan
• Develop staffing plan and project team org.
• Develop project team’s work environment
• Prepare team orientation packages
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Project kick-off meeting
• Prepared and presented by PM
• Within 2-3weeks of project start
• Attendees:
• executive sponsor of the project
• user project manager
• user department head
• I/S manager
• project team
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Kick-off meeting objectives
• Initiate communications
• Develop understanding
• Gain agreement
• Establish your role as a professional
manager and business person
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Topics covered
• Development/implementation process to be
used
• System to be developed
• Project resources and schedule
• Project management system to be used
• Upcoming development activities
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Development process to be used
• A phase approach
• measurable units
• tasks and products are planned in detail
• deliverables: conform to standards, serve as
baseline, basis for estimating
• joint development effort: executive management,
set objectives, provide direction, demonstrates
support,participates in status reviews
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Joint development effort(1)
• Project team
• knowledgeable in application
development
• combined staffing
• full-time assignments
• goals: quality product; delivered on time;
within budget; with user satisfaction
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Joint development effort(2)
• User
• knowledgeable in business processes and needs
• best suited to decide business issues
• I/S management
• knowledgeable in I/S standards & procedures
• identify any hardware and software constraints
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
System to be developed
• Main objectives
• as identified by the user
• any priorities, tradeoff issues
• clarify conflicts
• Major functions
• within scope
• outside scope
• deliverable products
• Interfaces
• other systems to be interfaced
• level of interfaces
• Complete criteria/ Major assumptions
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Project resources & schedule
• Resources required
• Project team: staffing schedule; skills required;
assumed utilization productivity
• Project manager: responsibilities; authority
• Facilities: hardware and software; word
processing;tracking system
• Project schedule: estimate complete date;
interim milestones; turnaround time for
questions,reviews and approvals
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Project management system
• Management activities
• Report: verbal/written(monthly)
• Project reviews: purpose, frequency, procedure
• Change control: procedure, tracking system
• Deliverables: samples of format and content,
signoffs required, turnaround time for reviews
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
Upcoming development activities
• Discuss near term project team tasks
• Discuss user involvement/tasks
• Focus critical path tasks/issues
• Any questions/ any problems/ any changes?
,2001 Wanjun Jiang, Guanghua School of Management,
Peking University
