Acca 6(project manage r&stakeholders)

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Project Manager
and
Stakeholders
Lecture 6
Abdisalam Issa-Salwe
Thames Valley University

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Abdisalam Issa-Salwe, Thames Valley University
Topic list
 About project?
 The project manager
 The project team
 Project stakeholders

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What is a project?
 Any piece of work that is undertaken or
attempted; "he prepared for great
undertakings"
www.cogsci.princeton.edu/cgi-bin/webwn
 a planned undertaking
www.cogsci.princeton.edu/cgi-bin/webwn
 "The concept of 'project' means different things
to different users, or reflects different frames of
reference. In finance and budgeting terms it is
an investment with a specified economic return.
In economic analysis a project is a potential
income generating activity. In management
terms the project notion often connotes a
particular organisational unit.".
www.dfid.gov.uk/aboutdfid/files/glossary_p.htm

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Project management
 The application of knowledge, skills, tools and
techniques to a broad range of activities to meet
the requirements of the particular project. Project
management knowledge and practices are best
described in terms of their component processes.
www.asq.org/info/glossary/p.html
 The set of people, tools, techniques, and processes
used to define the project’s goal, plan all the work
necessary to reach that goal, lead the project and
support teams, monitor progress, and ensure that
the project is completed in a satisfactory way.
mfg.patentcafe.com/glossary.asp

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Project management (cont…)
 Project management is concerned with the overall
planning and co-ordination of a project from inception to
completion aimed at meeting the client's requirements
and ensuring completion on time, within cost and to
required quality standards. www.ecbp.org/glossary.htm
 Project management is the systematic planning,
organizing and controlling of allocated resources to
accomplish project cost, time and performance
objectives. Project management is normally reserved for
focused, non-repetitive, time-limited activities with
some degree of risk and that are beyond the usual
scope of program (operational) activities for which the
organization is responsible.
www.tbs-sct.gc.ca/pubs_pol/dcgpubs/TBM_122/abkglos-1_e.a

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Project management (cont…)
 The objective of project
management is a successful project.
 A project will be deemed successful
if it is completed at the
 specified level of quality,
 on time (timescale)
 within budget.

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Project manager
 Project manger: The individual responsible
for managing a project.
 Project management process: The way in
which a project manger co-ordinates a project
from initiation to completion, using project
management and general management
techniques, is

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Definition of project manager
 The individual responsible for managing a
project. This person would plan and
organise activities required to develop
deliverables requested by clients.
www.aits.uillinois.edu/glossary/glossaryp.html
 Systems analyst with a diverse set of
skills--management, leadership, technical,
conflict management, and customer
relationship--who is responsible for
initiating, planning, executing, and closing
down a project.
myphliputil.pearsoncmg.com/student/bp_hoffer_m

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Definition of project manager (con…)
 A project manager oversees the
execution of entire project or
publication, including hiring members
of the production team, assigning
tasks, organizing and scheduling the
writing and production process, and
attending to all administrative details.
writerseditors.com/services.htm

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Project manager duties
 Some of the leadership tasks they will
be required to perform include
choosing team members, assigning
duties, motivating employees, setting
standards, performing reviews and
team member reassignments.

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Project manager duties (cont…)
 Outline planning
 Detailed planning: Teambuilding
 Communication
 Coordinating project activities
 Monitoring and control
 Problem solution
 Quality control

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 Outline planning
 Develop project targets
 Diving the project into activities and
placing these activities into the right
sequence
 Development framework for the
procedures and structures
 Detailed planning:
 work breakdown structure, resource,
requirements

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 Teambuilding:
 build cohesion and team spirit
 Communication:
 Supervisor must know what is going on
 Ensure members are briefed
 Coordinating project activities:
 Between the project team and users, and
other external parties

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 Monitoring and control:
 The project manager should estimate the
causes for each departure from the
standard, and take corrective measures
 Problem-solution
 Even with the best planning, unforeseen
problems may arise
 Quality control:
 There is often a short-sighted trade-off
between getting the project out on time
and the project quality.

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Project manager skills
 Leadership and team building
 Organisational
 Communication
 Technical
 Personal

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Project manager skills (cont…)
 Leadership and team building
 Being enthusiastic about the project
 Being positive
 Delegating tasks
 Organisational:
 Ensuring all project documentation is clear
and distributed to all who require it
 Using project management tolls to analyse
and monitor project progress

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 Communication:
 Listing to project team members
 Using persuasion to coerce reluctant team
members or stakeholders to support the
project
 Ensuring management is kept informed
 Technical:
 Providing the technical expertise and
experience needed to manage the project.

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 Personal
 Being flexible
 Showing persistence
 Being creative
 Being patience

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Leadership style

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Project team
 Comprises the people who report
directly or indirectly to the project
manager
 Project’s success depend to a large extent
on the team members select
 The team comprises individuals with
different skills and personalities
 Question when building a team:
 What skills required
 Who has the particular talent
 Availability and affordability
 What level of supervision

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Factors which enhances project team
 Effective communication
 All member being aware of the team’s
purpose
 Collaboration and creativity
 Trusting, supportive atmosphere
 Innovative/creative behaviour
 Interdependence among the team
 Capacity of conflict resolution
 Enthusiasm
 Acceptance of change

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Managing conflict
 Conflict will occasionally occur
 Positive: fresh ideas and energy being input
to the project
 Negative conflict: problems which may
bring the project to a standstill
 An open exchange of views between project
personnel should be encouraged
 This will help ensure all possible courses of
action
 Manager to keep in touch with the
relationship of team members and act as a
conciliator if necessary.

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Negotiation techniques
 Focus on the problem, not the
personalities
 Define the problem carefully
 Try to develop options that would
result in mutual gain
 Look for a wide variety of possible
solutions

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Resolution techniques
 Ideally the conflict will be resolved by
the parties involved agreeing on a
course of action. If this does occurs,
the project manager should:
 Work through using negotiation
techniques
 Attempt to establish a compromise
 Try to smooth out any differences
 Emphasise areas of agreement
 If all attempts fails, the manager
should make a decision.

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Controlling the team
 Two types of control strategies:
Behavioural control: deals with the
behaviour of team members. Control
is exercised through agreed
procedures, policies and mythologies
Output control: attention is focused
on results, more that the way these
were achieved

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Controlling the team (cont…)
 Trust-control dilemma:
T + C = Y
T = the trust the superior has in the
subordinate, the trust which the
subordinate feels the superior has in
him
C = the degree of control exercised
by the superior over the subordinate
Y = a constant, unchanging value

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 Any increase in C leads to an equally
decrease in T.
 If the manager retains more ‘control’
or authority, the subordinate will
immediately recognise that he/she is
being trusted less
 If the superior wishes to show more
trust in the subordinate, this can only
be done by reducing C , that is by
delegating more authority.

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 Span of control
 Span of control or span of management
refers to the number of subordinates
responsible to a person
 Classical theorists
 There are physical and mental limitation to a
manager’s ability to control people,
relationships and activities
 There should be tight managerial control
from the top of an organisation downward.
The span of control should be restricted to
allow maximum control.

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 The appropriate span of control will
depend on:
 Ability of the manger
 Ability of the team members
 Nature of the task
 The geographical dispersal

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Project stakeholders
 Identifying Stakeholders - a Primary and
an Ongoing Task
 "Satisfy stakeholders!" is the project
manager's mantra. For successful projects,
it's not enough to deliver on the customer's
demand; projects have to meet all
stakeholder expectations. Identifying
stakeholders is a primary task because all
the important decisions during the initiation,
planning and execution stages of the project
are made by these stakeholders.

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Project stakeholders (cont…)
 Some primary project stakeholders:
 the project manager,
 the risk manager
 the project team,
 the support team
 the sponsor,
 the customer.
 In a larger sense, anyone who participates in the
project or is impacted by its results is a stakeholder.
Each stakeholder has an essential contribution to
make and all stakeholder expectations need to be
met.
 Contribution made by different people to the project
is the principal criteria for identifying stakeholders

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Support team
Customers
Project manager
Sponsors
Team Members
Risk manager

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 Managing stakeholder dispute
 Establish a framework to predict the
potential for disputes. This involves risk
management, since an unforeseen (risk)
has the potential to create conflict, and
dispute management
 Dispute resolution processes:
 Resolution: is the solution of a conflict
 Settlement: is an arraignment which
brings an end to the conflict

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 Conflict between project stakeholders
may be resolved by:
 Negotiation
 Partnering
 Mediation
 A third party neutral may judge or
intervene to impose a solution
 On very large projects, a Dispute
Review Board (DRB) may be formed

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