AGENDA Current Events The project manager Group work CURRENT EVENTS Volunteers PROJECT MANAGER Functional versus project managers… Project manager responsibilities… Special demands on project managers… Selecting the project manager… FUNCTIONAL VERSUS PROJECT MANAGERS Functional Managers Specific Department - Marketing, Engineering, Finance Specialists in their areas Analytically oriented Direct technical supervisor Project Managers Multidisciplinary Projects Generalists with some technical competence Systems approach Facilitator PROJECT MANAGER RESPONSIBILITIES Planning… Organizing… Motivating… Directing… Controlling… PLANNING WBS LRC Gantt Chart ORGANIZING Acquiring resources Aligning resources to accomplish the project Organizational forms (future chapter) Pure functional Pure Project Matrix MOTIVATING Providing a suitable environment for the project team member to be able to produce Individual Motivation Theory Maslow… Herzberg… MASLOW’S NEED HIERARCHY MODEL Based on informal studies of acquaintances, friends, and historical figures Five levels of human needs MASLOW’S NEED HIERARCHY MODEL Satisfaction-progression process Person attempts to satisfy more basic needs before upper level needs Person cannot progress until the current level of needs is satisfied Managers should try to correct deficiencies Satisfied needs are not motivators Has not been supported by field research Why is it popular with managers? HERZBERG’S TWO FACTOR THEORY Based on research on 200 accountants and engineers Two factors Extrinsic conditions (job context) - aka disssatisfiers or hygiene… Intrinsic conditions (job content) - aka satisfiers or motivators… HERZBERG’S TWO FACTOR THEORY HERZBERG’S TWO FACTOR THEORY EXTRINSIC CONDITIONS Salary, job security, working conditions, status, quality of supervision, quality of interpersonal relations Absence results in dissatisfaction Presence does not necessarily motivate an individual HERZBERG’S TWO FACTOR THEORY INTRINSIC CONDITIONS Achievement, recognition, responsibility, advancement, work itself, possibility of growth Absence does not prove highly dissatisfying Presence promotes strong levels of motivation resulting in good job performance DIRECTING Leadership The ability to influence others to accomplish a given task Many different leadership theories Hersey-Blanchard Situational Leadership Theory… HERSEY-BLANCHARD SITUATIONAL LEADERSHIP THEORY Manager oriented Leader judges followers maturity level Uses leadership style that fits the level DEVELOPMENT LEVEL OF FOLLOWERS Job development level Psychological development level Combinations Able and willing Able but unwilling Unable but willing Unable and unwiling HERSEY-BLANCHARD - SLT HERSEY-BLANCHARD SLT CONTROLLING Set performance standards Observe performance Compare performance to standards Take corrective action Control cycle CONTROL CYCLE