MANAGEMENT
FUNCTION
SESSION 4
CONTROLLING
1. Measuring: determining through formal and informal reports the
degree to which progress toward objectives is being made
2. Evaluating: determining cause of and possible ways to act on
significant deviations from planned performance
3. Correcting: taking control action to correct an unfavorable trend or
to take advantage of an unusually favorable trend
DIRECTING
is the implementing and carrying out (through others) of those approved plans that are necessary to achieve
or exceed objectives.
Staffing: seeing that a qualified person is selected for each position
● Training: teaching individuals and groups how to fulfill their duties and responsibilities
● Supervising: giving others day-to-day instruction, guidance, and discipline as required so that they can fulfill
their duties and responsibilities
● Delegating: assigning work, responsibility, and authority so others can make maximum utilization of their
abilities
● Motivating: encouraging others to perform by fulfilling or appealing to their needs
● Counseling: holding private discussions with another about how he might do better work, solve a personal
problem, or realize his ambitions
● Coordinating: seeing that activities are carried out in relation to their importance and with a minimum of
conflict
Motivating
• Specific methods for producing security in a project environment
include
• ● Letting people know why they are where they are
• ● Making individuals feel that they belong where they are
• ● Placing individuals in positions for which they are properly trained
• ● Letting employees know how their efforts fit into the big picture
Proper Motivation
• ● Adopt a positive attitude
• ● Do not criticize management
• ● Do not make promises that cannot be kept
• ● Circulate customer reports
• ● give each person the attention he or she requires
• ● giving assignments that provide challenges
• ● Clearly defining performance expectations
• ● giving proper criticism as well as credit
• ● giving honest appraisals
• ● Providing a good working atmosphere
• ● Developing a team attitude
• ● Providing a proper direction
Failure to establish authority
• ● Poor communication channels
• ● Misleading information
• ● Antagonism, especially from the informal organization
• ● Poor working relationships with superiors, subordinates, peers, and
associates
• ● Surprises for the customer
Most common sources of power and authority
problems
• ● Poorly documented or no formal authority
• ● Power and authority perceived incorrectly
• ● Dual accountability of personnel
• ● Two bosses (who often disagree)
• ● The project organization encouraging individualism
• ● Subordinate relations stronger than peer or superior relationships
• ● Shifting of personnel loyalties from vertical to horizontal lines
• ● group decision making based on the strongest group
• ● Ability to influence or administer rewards and punishment
• ● Sharing resources among several projects
Project Manager vs. Functional Manager
• When & what OF THE PROJECT
• How the support will be given- FUNCTIONAL
• 1 MANAGER AP ANALYST- FUNCTIONAL MANAGER
• 10 AP ANALYST
• SAP PROJECT: 1 AP ANALYST- PROJECT MANAGER
• 1 IT PERSONNEL
• 1 IT SOFTWARE
Planning
• RAM (Responsibility Assignment Matrix)
● general management responsibility
● Operations management responsibility
● Specialized responsibility
● Who must be consulted
● Who may be consulted
● Who must be notified
● Who must approve
Document the following – Project Manager’s
authority & responsibility
• ● His focal position ● Conflict between the project manager and
functional managers ● Influence to cut across functional and
organizational lines ● Participation in major management and technical
decisions ● Collaboration in staffing the project ● Control over allocation
and expenditure of funds ● Selection of subcontractors ● Rights in
resolving conflicts ● Voice in maintaining integrity of the project team ●
establishment of project plans ● Providing a cost-effective information
system for control ● Providing leadership in preparing operational
requirements ● Maintaining prime customer liaison and contact ●
Promoting technological and managerial improvements ● establishment
of project organization for the duration ● Cutting red tape
Why document?
• ● All interfacing must be kept as simple as possible.
• ● The project manager must have the authority to “force” functional
managers to depart from existing standards and possibly incur risk.
• ● The project manager must gain authority over those elements of a
program that are not under his control. This is normally achieved by
earning the respect of the individuals concerned.
• ● The project manager should not attempt to fully describe the exact
authority and responsibilities of his project office personnel or team
members. Instead, he should encourage problem solving rather than
role definition.
5 Interpersonal Influences
• ● Legitimate power: the ability to gain support because project personnel perceive the project
manager as being officially empowered to issue orders
• ● Reward power: the ability to gain support because project personnel perceive the project
manager as capable of directly or indirectly dispensing valued organizational rewards (i.e., salary,
promotion, bonus, future work assignments)
• ● Penalty power: the ability to gain support because the project personnel perceive the project
manager as capable of directly or indirectly dispensing penalties that they wish to avoid; usually
derives from the same source as reward power, with one being a necessary condition for the
other
• ● Expert power: the ability to gain support because personnel perceive the project manager as
possessing special knowledge or expertise (that functional personnel consider as important)
• ● Referent power: the ability to gain support because project personnel feel personally
attracted to the project manager or his project
BARRIERS TO PROJECT TEAM
DEVELOPMENt
1. Differing outlooks, priorities, and interests
2. Role conflicts
3. Project objectives/outcomes not clear
4. Dynamic project environments
5. Competition over team leadership
6. Lack of team definition and structure
7. Team personnel selection
8. Credibility of project leader
9. Lack of team member commitment
10. Communication problems
11. Lack of senior management support
Several complex elements of Leadership
• ● The person leading
• ● The people being led
• ● The situation (i.e., the project environment
Needs of each group
ORGANIZATIO
NAL IMPACT
4 Categories for
good & poor project
mgt:
GENERAL MANAGEMENT PITFALLS
• Lack of self-control (knowing oneself)
• Activity traps
• Managing versus doing
• People versus task skills
• Ineffective communications
• Time management
• Management bottlenecks
TIME ROBBERS
EFFECTIVE
TIME
MANAGEMENT
HUMAN BEHAVIOR
EDUCATION
