People in Projects PDF
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in Projects in Projects Project Management Institute Library of Congress Cataloging-in-PublicationD ata People in projects. p. cm. Includes bibliographical references and index. ISBN: 1-880410-72-9 (alk. paper) 1. Project management. 2. Personnel management. I. Project Management Institute. 2001041870 CIP ISBN: 1-880410-72-9 Published by: Project Management Institute, Inc. Four Campus Boulevard Newtown Square, Pennsylvania 19073-3299 USA Phone +610-356-4600 or visit our website: www.pmi.org 02001 Project Management Institute, Inc. All rights reserved. "PMI" and the PMI logo are service and trademarks registered in the United States and other nations; "PMP" and the PMP logo are certification marks registered in the United States and other nations; "PMBOK", "PM Network", "PMI Today" are trademarks registered in the United States and other nations; "Project Management Journal", and "Building professionalism in project management." are trademarks of Project Management Institute, Inc. Printed in the United States of America. No part of this work may be reproduced or transmitted in any form or by any means, electronic, manual, photocopying, recording, or by any information storage and retrieval system, without prior written permission of the publisher. PMI@b ooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs, as well as other educational programs. For more information, please write to the Book Publishing Coordinator, PMI Headquarters, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA. Or contact your local bookstore. The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (239.48-1984). Contents .............................. Foreword................................ ix Jeffrey K. Pinto, Ph.D. ........................................................... ... Introduction XIII Galadriel LaVere SECTION 1-KEY MANAGEMENT SKILLS AND DUTIES ........................................ Project Leadership Means Role Playing .3 Greg Hutchins, PE ..................................... Attributes of the Successful Project Leader .5 Neal Whitten, PMP ....................... Are You a Project Managerkeader or Just Managing Projects? 15 C. J. Walker, PMP, and Allan S. Peterson .................................. Resource Managers The Key to Your Success .23 Joan Knutson ..................................... Duties of the Effective Resource Manager .28 Neal Whitten, PMP .......................... Project Leadership and the Art of Managing Involvement .30 Michael K. Clark ........................... How Can a Project Manager Be an Effective Negotiator? .38 Kent A. Dorr ............................................. Negotiating the Right Decision .44 Andre Long ......................................... Handling Unpleasant Project Tasks .49 Gregory D. Githens, PMP SECTION 2-ORGAN IZATIONAL PLANNING: IDENTIFYING ROLES, RESPONSIBILITIES, AND RELATIONSHIPS ......................................... The Fourth Constraint: Relationships 59 Russ Volckmann; Joan Knutson, Contributing Editor .................................... Relationship Building: A Key Technical Skill 63 Ron Rader and Cliff Vaughan Anticipating Team Roles and Interactions When Planning a Software .................................................... Development Project .70 Jeffrey H. Schweriner ............................. The Project ManagedFunctionalM anager Partnership 77 George Pitagorsky, PMP ................. Setting Expectations: Initiating the Project ManagerIClient Relationship 90 David E. VanEpps, PMP ................................ Engage! Involve the Customer to Manage Scope .94 Dean Leffingwell ............................................ Enhancing Supplier Relationships .99 Todd K. Walles, PMP SECTION 3-HUMAN RESOURCE THEORY AND CHARTS ......................... Post-Planning Review Prevents Poor Project Performance 105 David Antonioni ............................................ PM Stands for People Motivator 110 Carol L. Grimes ............................ Using the Learning Cuwe to Design Effective Training 117 Fred Borgianini, PMP ............................. QFD in Project Management-A Pragmatic Approach 122 R. J. Levene and K. R. H. Goffin ..................................... A Parallel WBS for International Projects 130 Cornelius Grove, Willa Hallowell, and Cynthia J. Smith SECTION 4--STAFF ACQUISITION AND KICKOFF ................................. How Are You Handling the Resource Shortage? 137 Deborah Bigelow, PMP ......................... Human Resources: How Are They Faring on Your Project? 139 Deborah Bigelow, PMP ..................................... Finding and Keeping the Best Employees 141 Edited by Joanita M. Nellenbach .......................................... Pump Up Your Project Scheduling 143 Marilee Camblin, PMP, and Thomas Schrimsher, PMP ................................................ Kick Off the Smart Way. .I49 Paula K. Martin and Karen Tate, PMP ..................................... Little Things Make the Biggest Difference 151 Catherine L. Tonne, PMP ...................................................... Walking the Talk 153 John Sullivan, PMP SECTION STEAM DEVELOPMENT: INDIVIDUAL AND GROUP SKILLS ................................. All Project Members Should Be Treated Equal! 157 Neal Whitten, PMP ..................................... Project Teams: What Have We Learned? 159 H. Dudley Dewhirst ................................... Shared Vision Creates Strong Project Teams 167 Benjamin J. Parker; Joan Knutson, Contributing Editor ........................................... How to Run an Effective Meeting 169 Neal Whitten, PMP ................... Leadership in Project Life Cycle and Team Character Development 171 Timothy J. Kloppenborg, PMP, and Joseph A. Petrick ..................................................... Learning with Style 182 John Sullivan ........................................ Mentoring in the Project Environment 184 Joanne Gumaer ................................... Establishing an Internal Mentonhip Program 190 Joan Knutson and George Kimmell ............................... If This Is a Team, How Come We Never Practice? 195 Karl W. Croswhite, PMP SECTION 6-RESOLVING CONFLICT .................................................. Is Everybody Happy?. .207 Kenneth E. Atwater, PMP ........................................ Discovering Bias in Facilitated Teams 211 Edward A. Ziv ................................................ Resolving Team Conflict .214 Erik J. Van Slyke .................................... Dealing with Dissent: The Story of Henry .219 Bud Baker ............................................ The Misused Project Manager ,221 David Perkins. PMP SECTION 7-CLOSEOUT AND EVALUATION TheForgottenPhase ....................................................... Paula K. Martin and Karen Tate, PMP ................................ How to Prepare and Conduct a Project Review .235 Joan Knutson ........................................ Employee Evaluation and Appraisal .240 Cornelius Flynn .................. Finally, a Way to Completely Measure Project Manager Performance 245 Dick Cochran SECTION &-WORLDWIDE TEAMS AND CULTURAL ISSUES .......................... The Virtual Project: Managing Tomorrow's Team Today .253 John R. Adams and Laura L. Adams ....................................... Cohesive, Productive Distance Teams .261 Joan Knutson .................................... Global Work Teams: A Cultural Perspective 266 Larraine Segil SECTION 9-MANAGING CHANGE ...................... The Team-Friendly Organizational Structure: A Paradigm Shift 273 Sherryl G. Wilkins, PMP ...................... Project Management in an Era of Increasingly Rapid Change .280 Jean McWeeney, PMP .............................. Project Recovery: Short- and Long-Term Solutions ,285 Thomas R. Block, PMP ................................ Risk Management in a Downsized Environment .291 David F. Connors, PMP ............................................... Alternatives to Downsizing .296 Rick Maurer Index ...............................................................303 viii Foreword Jeffrey K. Pinto, Ph.D., Samuel A. and Elizabeth B. Breene Fellow and Professor of Management, Penn State-Erie One of the most common snares people fall into when beginning to engage in project-based work is to assume that because there are well-defined tools and techniques already extant (PERT/CPM, earned value, duration estimation, and SO on), project management is somehow more "objective" than other innovative practices or management disciplines. That is, the easy lure lies in assuming that project management has somehow solved its "people7' problems and progressed to the point when all activities become technique driven. For those with even minimal project management experience, we know that nothing could be fur- ther from the truth. Project management is fortunate in possessing a rich and growing body of tools and metrics that aid in helping us to more effectively run our projects, but that is all they are: tools and metrics. Project management is no less prone to the problems inherent in managing people than any other dis- cipline. In fact, a strong argument could be made that project management offers far more people problems than other forms of corporate activities. The reasons become obvious when we think of the project challenge as a sim- ple cooking exercise. Take one disparate group of individuals with (most likely) dual loyalties; add problems with motivation, team building, and leadership; stir in time pressures, shrinking budgets, and other constraints; add unrealistic upper- management expectations; and finally blend in only rudimentary levels of proj- ect management training and experience (in most organizations). Every reader can see that we have created a recipe for disaster. And yet .. . it is also the recipe for sometimes dramatic successes, measured in terms of market share and prof- its, technical achievements, and enduring customer/contractor relationships. The key I am convinced, lies in how we manage these problems-hence the "people challenge" of project management. Foreword This book is a collection of some of the most important writing relating to the people side of project management that the Project Management Institute has ever produced. The topics are far ranging, and the authors are acknowledged experts in their fields. Section One (Key Management Skills and Duties) sets the stage for the balance of the book by first addressing the leadership challenge in project management. In previous writings I have long maintained that project management is one of the most "leader-intensive" undertakings within organi- zations today Section One develops this theme throughout a series of articles by noted experts in the area. Section niYo (Organizational Planning) expands the readers' horizons to move beyond the core skills of the project manager to understanding the nature of networking and relationship building, both with the project team and with other key stakeholders. Section Three (Human Resource Theory) asks project managers to get involved: with staff development and stakeholder planning. Effective projects are not run solely by the team leader but are an extension of a dedicated and motivated team all rowing in the same direction. Section Four (Staff Acquisition and Kickoff) shows us how to set the stage correctly, both by finding the best people for the project team and by cre- ating an initial positive environment from which downstream success can more easily flow. Section Five (Team Development) is one of the most powerful parts of the book. Project managers feeling frustration from their perceived inability to get team buy-in and positive development will find this a welcome set of articles that addresses the heart of the project leadership challenge. The next section (Resolving Conflict) is also an important component of this book. Anyone who has tried to create a high-functioning project team has had to deal with a great deal of residual conflict. Conflict is not a poor reflection on the project manager's efforts-far from it. Conflict is the natural side effect of any effort made toward enhancing cooperation. The key for successful project management lies not in eliminating conflict but, once it has arisen, in acting most appropriately to min- imize its negative effects. Section Seven (Closeout and Evaluation) is another gem that focuses on what has rightly been called the "forgotten phase" of the project. Properly handled, project closeout sows the seeds for future team moti- vation and success. Done poorly, closeout becomes another source of burnout and team member cynicism. Section Eight (Worldwide Teams and Cultural Issues) reflects a rapidly growing trend in project management toward geo- graphically dispersed project organizations. I have held a number of conversa- tions over the past several years with project managers who complain that the difficulties in making a project work when everyone is around are hard enough. How are they to pull this off when their "team" consists of seven people in six different time zones? The challenges of multi-location project teams are not likely to wane in the short term; indeed, they will continue to grow. Finally, the concluding section on Managing Change puts the burden squarely on all read-
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