...Top 10 Qualities of a Project Manager What qualities are most important for a project leader to be effective? Over the past few years, the people at ESI International, world leaders in Project Management Training, have looked in to what makes an effective project leader. With the unique opportunity to ask some of the most talented project leaders in the world on their Project Leadership courses ESI have managed to collect a running tally on their responses. Below are the top 10 in rank order according to frequency listed. Inspires a Shared Vision An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who "lifts us up, gives us a reason for being and gives the vision and spirit to change." Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own. According to Bennis "They offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organisation." (Bennis, 1997) Good Communicator The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project leadership calls for clear communication about goals, responsibility, performance...
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...A project manager is responsible for planning and coordinating a project from beginning to end. They should know how to delegate effectively to their employees duties, responsibilities and activities. They must deliver results on time and stay on track according to the budget. In order for a project to be completed successfully, the use of time, money, and materials is critical. Project management consists of a lot of attributes. They are well organized, communicate effectively, build and lead teams, flexible, and are great decision makers but being a project manager does take time. Every day is not the same. The project manager must be able to embrace change. Project management is a straight forward job. Even though you will go through obstacles, a manager must be able to fix whatever problem comes their way. In the Orion Shield Project, we see how Gary was faced with a lot of obstacles that resulted in ethical, legal and contractual issues. Technical Managers are always pulled in different directions but time management skills are essential in order for a manager to succeed. Gary did a wonderful job presenting the technical data but was unavailable when his team presented the administrative data. Sarah Wilson felt like Gary couldn’t maintain a balance between his technical and administrative roles so she thought that Gary should step down and only present the administrative data. Another technical issue was that Gary didn’t present enough experimental data. Ethical Dooley...
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...PROJECT MANAGER AMERICAN INTERCONTENTAL UNIVERSITY COPREHENSIVE IT MICHELLE SUMMERS FEBRUARY 17, 2013 PROJECT CHARTER HIGH MOUNTAIN SERVICES FEBRUARY 17, 2013 PROJECT TITLE: Professional Development of Employees PROJECT SPONSOR AND PROJECT MANAGER: The project sponsor is the director of High Mountain Services; the project manager assigned to the project is Michelle Summers. BUSINESS NEEDS: The Professional Development of Employees needs to do the following: * Provide development services online through collaborative technologies. * Communicate the scope of the professional development to all employees and shareholders. * Promote ongoing activities/events, especially its development seminars. * Easily update its event listings. * Issue seminar evaluation and survey features. * Support seminars with online registration. * Place scheduled events to the employee’s calendar. * Social networking. * Submit documents once completed. * Notify employees of deadlines for documents. * Notify employees of deadlines for professional development requirements. PRODUCT DESCRIPTION: The professional development of employees new Web site should help the company communicate and interact with its constituents. High Mountain offers numerous seminars, and it wants to provide users of its Web site more control over the registration process. Professional Development also features social networking capabilities to make new connections within...
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...PROJ420 – Project Risk Management JC Gear Case Study Risk: A Case Study: "Risk Options: The Automated Production Control System Case" The following short case will give you a good idea of how risks surface in business and project planning and what companies do about it. Consider that you are the Risk Manager as you look at this case, as it will be a good exercise for the time when you will be that Risk Manager! The JC Gear Company has decided to initiate a project aimed at automating its production planning and control system. Among the options, the company focuses on two alternatives: (1) purchasing the most suitable system off of the shelf and modifying it according to its individual production needs; or (2) developing a system that will support all of the specific production-planning policies and procedures currently in use. The first alternative represents a project of relatively low development risk; however, the benefits may be minimal. This is because most off-the-shelf software packages have limited flexibility and can only rarely be made 100% compatible with the existing work environment. The second alternative offers a higher chance of achieving the technological and functional goals, but involves a significant software development risk. The development and integration risks are higher with the second alternative, and consequently, the risk of schedule delays and budget overruns is also higher. Yet the opportunity in the second risk area is greater because of the...
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...1/32 From Nobel Prize to Project Management: Getting Risks Right by Bent Flyvbjerg, Ph.D. & Dr. Techn. Aalborg University, Denmark Printed in Project Management Journal, vol. 37, no. 3, August 2006, pp. 5-15 See in-print version here: http://flyvbjerg.plan.aau.dk/Publications2006/Nobel-PMJ2006.pdf 2/32 Abstract A major source of risk in project management is inaccurate forecasts of project costs, demand, and other impacts. The paper presents a promising new approach to mitigating such risk, based on theories of decision making under uncertainty which won the 2002 Nobel prize in economics. First, the paper documents inaccuracy and risk in project management. Second, it explains inaccuracy in terms of optimism bias and strategic misrepresentation. Third, the theoretical basis is presented for a promising new method called "reference class forecasting," which achieves accuracy by basing forecasts on actual performance in a reference class of comparable projects and thereby bypassing both optimism bias and strategic misrepresentation. Fourth, the paper presents the first instance of practical reference class forecasting, which concerns cost forecasts for large transportation infrastructure projects. Finally, potentials for and barriers to reference class forecasting are assessed. The American Planning Association Endorses Reference Class Forecasting In April 2005, based on a study of inaccuracy in demand forecasts for public works projects by Flyvbjerg, Holm, and Buhl...
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...University Chapter 1 * What is Project management? “Is the application of knowledge, skill, tool and techniques to project activities to meet project requirements” (Kloppenborg, T. J. 2012). Project management aids in the process and activity of planning, organizing, motivating, and controlling resources, procedures and protocols to achieve specific goals in scientific or daily problems. * List four common causes of project failure. 1. Not enough resources are available for project completion 2. Project expectation are not clear 3. Not enough time has been given to the project 4. Adequate project planning is not used * What are the three common ways to classifying a project? 1. Classifying by size. 2. Classifying by timing of project scope clarity. 3. Classifying by industry * List and describe each of the managerial and associate role. * Managerial Role: 1. Project manager = “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives” (Kloppenborg, T. J. 2012). 2. Functional Manager = Are the departments heads, in charge of how the work is going to be accomplished and can negotiated who does the work. 3. Facilitator = assist the project manager with the process of running meetings and making decisions. * Associate Roles: 1. Core team members = Does most of the planning and makes most of the project –level decisions. 2. Subject matter...
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...s a project manager, you’ll need to define Project Scope no matter what methodology you choose to use. Defining what is needed is the first step towards establishing a project timeline, setting project goals and allocating project resources. These steps will help you define the work that needs to be done – or in other words, define the Scope of the project (CIO, 2011). Scope is the summation of all deliverables required as a part of the project. This includes all products, services and results (Kerzner). The Scope here, is to successfully transition from manufacturing of ‘cruiser’ motorcycles, which have an engine or motor size ranging from 500 cc - 1,000 cc, to manufacturing of ‘touring’ motorcycles, which have an engine or motor size of 1,100 cc or larger. Project Scope, is the work that must be completed to achieve the final scope of the project, namely the products, services, and results. In this case, the Project Scope will include delivery of a larger engine or motor and transitioning from manufacturing ‘cruiser’ motorcycles, to ‘touring’ motorcycles. The Project Scope will list work that needs to be accomplished to deliver a product or service, with the specified features and functions. It will include benefits of the product to target audience, such as, comfort while driving long distances on the ‘touring’ motorcycles, engine or motor design, fuel efficiency, and others. The Project Scope will include acceptance criteria for the deliverables – since this is a product,...
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...The Leading Niche (/jobs/The-Leading-Niche/cc190ac2) Project Manager Posted 16 days ago in Healthcare (http://jobs.ziprecruiter.com/cat-healthcare) Save (http://www.ziprecruiter.com/candidate/save_job/?quiz_id=7e3a930a) Share (http://maps.google.com/?q=Atlanta,+GA,+US&z=9) Atlanta, GA (/candidate/search?search=&location=Atlanta,%20GA&radius=50) JOB ID: CDCPJM-001 TITLE: PROJECT MANAGER LOCATION: Atlanta, GA ABOUT THE OPPORTUNITY We are looking to hire a full-time project manager for an IT project that we are pursuing out of the Centers for Disease Control and Prevention. RESPONSIBILITIES INCLUDE, BUT ARE NOT LIMITED TO: ·Responsible for all aspects of the development and implementation of assigned projects and provides a single point of contact for those projects. ·Takes projects from original concept through final implementation. ·Interfaces with all areas affected by the project including end users, computer services, and client services. ·Defines project scope and objectives. ·Develops detailed work plans, schedules, project estimates, resource plans, and status reports. Conducts project meetings and is responsible for project tracking and analysis. ·Ensures adherence to quality standards and reviews project deliverables. ·Manages the integration of vendor tasks and tracks and reviews vendor deliverables. ·Provides technical and analytical guidance to project team. ·Recommends and takes action to direct the analysis and solutions of problems. MINIMUM QUALIFICATIONS...
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...12There is, for almost all projects, usually a dominant constraint that serves as the final arbiter of project decisions.TRUE@@@In a resource constrained project, the work must be finished by a certain time, or date, as efficiently as possible.FALSE@@@All that is needed to create a resource loading calendar is the work breakdown structure and the activity network.FALSE@@@Because resource management is typically a multivariate, combinatorial problem (i.e., on that is characterized by multiple solutions involving literally dozens, hundreds, or even thousands of activity variables) truly correct answers are not possible.FALSE@@@A resource loading table is created through identifying the project activities and their resources required to completion and applying this information to the project schedule baseline.TRUE@@@If resources have been over-allocated, the loading table must be reconfigured to eliminate resource contention points. The project manager can focus solely on the original point of contention since the activities in a project are separate entities.FALSE@@@Resource loading charts are used to display the amount of resources required as a function of time on a graph.TRUE@@@If an activity can be split, only the functional portion of the original activity needs to be accomplished for the project to be fully completed.FALSE@@@The problem of resource underutilization that a project manager faces when managing a single project disappears in the multi-project environment.FALSE@@@In-process...
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...Michael Harding Professor Burgett Fund of Constr. II Week 6 Paper Assign PROJECT MANAGER REQUIREMENT FOR SUBCONTRACTOR SAFETY INTRODUCTION As a Construction Project Manager in any construction delivery method, there are many assessments and reviews for subcontractor’s submittals for safety, materials, equipment and performance. This paper will focus on the Project Management policy on cost-effective considerations for methods, safety and worker’s long term health hazards on the jobsite. For example, many mechanical contractors, depending on system design and specifications still must account for strict adherence to management policy for many jobsites. Factors considered, particularly for welding processes performed by a mechanical subcontractor alludes to several concerns. Such things as space, accessibility, ventilation, quantity and quality of welds, duration of toxic fumes and proximity of hazardous chemicals are a few. Also consideration for direct welder safety prevention equipment and long term effects are chief factors. Also in this paper I will attempt to present cost-effective innovations in on-jobsite methods and processes. But it is important to note from the article written by Alistair Mutch (1998) “The Impact of Information Technology on Traditional Occupations: The Case of Welding, welding is an example of a manual craft occupation that, whilst subject to some change, has not been as dramatically affected by information technology as some analyst suggest...
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... | |Applied Position | | |Education |2002/09 -- 2006/07 East China University of Science and Technology Bachelor | | |20011/12 -- now East China University of Science and Technology Master | Self Assessment: ← Master in Project Management & Bachelor in computer science or related major with good command. ← At least 6+ years’ solid experience in software, 3+ years’ experiences of people management and project management. ← In-depth business knowledge in software project management related business processes. ← Experience in evaluating and selecting suppliers and creating and managing service level agreements.. ← Proven ability to concurrently manage a complex range of tasks and projects, where achievement is dependent on other’s efforts. ← An innate ability to foresee problems, identify risk and develop plausible solutions. Ability to think strategically ← Familiar with control the scope, the progress,...
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...Tough Project? Ten insights for True Success as a Project Manager BY David Ciriello Summary This paper helps the reader learn what could make a project fail and the responsibility of the project manager. Failure can happen for many different reasons and it happens more than it should. The author David M. Ciriello gives ten “insights” in how to succeed as a project manager. He takes a look at the failures more closely to evaluate them. He claims “the experience of being on a project as part of the projects success is an approach that is necessitated by the organizational and societal requirements of what a projects is”. Ciriello goes into detail about what happens if there are issues with employees in different areas such as if they fought with each other or became cynical of what they were doing as far as there career. He shows by example that if there is a lot of blame and the team members are coming up to the project manager blaming another team member, to respond by saying that they are not concerned with the problem just what is the solution. This in turn shows strength of the project manager and by not worrying about everything. Instead being the solution. A big problem within project management is how team members feel like they were put on the spot or “thrown under the bus”. Ciriello discusses how this can be avoided by strong planning before a meeting and assessing the risk, but have not been communicated to the team yet. Ciriello wants the project manager...
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...中国工商银行上海市分行核心客户营销部门变革 1. 背景 （1）中国工商银行上海分行基本情况 中国工商银行上海分行为上海地区市场规模第一、综合市场占有率第一的国有商业银行。整体来看，2010年工行上海分行的各项核心业务在系统和同业中的领先优势进一步扩大。在上海银行同业始终保持着领先地位，拥有三个方面的第一。 本外币存款增量同业第一。本外币各项存款余额8298亿元，增长1109亿元。 本外币贷款增量同业第一。本外币各项贷款余额4108亿元，增长413亿元。 小企业贷款增量同业第一。小企业贷款增长52亿元。 （2）中国工商银行上海分行核心客户营销团队结构 ▲2005年前： [pic] ▲2005-2010年： [pic] ▲2010直接营销团队解散。营销队伍结构同2005年前 [pic] 变化内容概要：2005年-2010年，在分行职能部门公司业务部下成立直接营销客户经理团队，专项从事上海地区优质跨国公司（主要针对世界500强企业）、合资公司的营销，以提高当前ICBC在跨国公司中的业务占有率。2010年，该团队解散，上海分行营销团队结构恢复至2005年前。 2. 变革分析 1. 战略角度 （1）政治经济环境背景：上海招商引资战略和金融中心的定位 进入2000年以来，中国已经成为世界上对跨国公司投资最具吸引力的国家之一，很多跨国公司都不约而同内地到大陆开展业务，从一般性生产项目导入，到地区总部、研发中心、采购中心的建立；从满足本地需求，到面向全球市场。而其中上海又以其优越的地理位置、廉价的劳动力价格和深厚的历史积淀成为世界500强企业的首选目的地。这些跨国500强企业的投资方式、项目规模、控股比例、投资结构、行业领域、合作内容都发生了巨大变化。伴随着世界经济全球化的发展趋势，跨国公司进一步加快了投资中国市场的步伐，并呈现出四个新特点：跨国公司对华投资结构不断优化；跨国公司更注重本地化经营；跨国公司投资方式多样化，突破了三资模式，独资成为主要方式。 上海作为中国对外开放的最主要窗口，于2004年明确通过招商引资来发展先进制造业、服务业、房地产业，并提出上海发展成为金融中心的目标。基于此，大量跨国企业涌入上海寻找各自的发展空间为总部获取更多的收益。自2004年起，包括杜邦、艾默生、伊士曼柯达、陶氏化学、阿克苏诺贝尔、罗门哈斯、汉高、历峰等上百户著名优质跨国公司进入中国，并在上海设立中国区投资总部以管理大中华地区的业务发展。 在该种环境下，各大银行必然会展开对优质客户资源的疯狂争夺。 （2）ICBC为争取更多的优质客户，特成立直接营销团队以加强优质企业的营销——阶段性战略需求。 为顺应上海经济发展方向，满足阶段性目标客户的特点，ICBC必须提高服务能力、调整产品结构以满足跨国公司的金融服务需求。 2004年，在具体服务跨国公司客户过程中，与外资银行相比，中资银行的不足之处日益显现，主要表现为: I) 业务审批流程长。 ICBC拥有严密的风险控制体系，其有效风险控制体系的设置理念为调审分离、三级审批。一笔融资类业务从支行、分行到总行层层审批，往往要花费很长的时间，效率较低。经调查，最终审批同意的同一笔业务，Citi所需时间为5个工作日；HSBC所需时间为7个工作日；DB所需时间为7个工作日；ICBC所需时间为10个工作日。 ...
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...company was tasked with hiring four engineers to be supervised for a crucial two-year project. Six months into the project the PM concludes that one of the recently hired engineers is not performing at an acceptable level. Human Resources is leaving it up to the PM to resolve the matter. The following courses of action can be taken by the PM to rectify the situation: 1. The PM could keep the employee. • Pros (benefits): There would be no additional investment in training required. • Cons (costs): Extra time is spent dealing with a non-performer and focus is taken away from the main PM tasks. The schedule could slip and/or the project could be over-budget. The rest of the team sees they are carrying the low performer’s weight. There is little motivation to work harder to pick up the slack (lack of accountability on poor performer's part) Return on Investment (ROI) is poor. The company has already invested the time and money into training this employee, but is getting very little out of the investment. 2. The PM could keep the employee and work with him to strengthen the areas that need improvement. • Pros (benefits): This shows that the PM is dedicated and willing to make an investment in his people/team. The PM promotes an inclusive culture where everyone can bring something to the table. The employee has already been trained for the project. The team is already familiar with the employee’s strengths and weaknesses. They...
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...Introduction The purpose of this report is to analyze and describe how a project manager works in his/her work environment. The methodology chosen was to interview an experienced project manager in a software company. First, the group drafted a set of questions divided into various categories: General information (manager, organization, and project), Planning, Leading, Organizing, and Controlling. These questions were sent to the manager in advance, so she could prepare herself to answer them. During the interview, the group members took turns to read the questions and to write down the answers. The manager was nice and polite and was able to answer all questions. At the end of the interview, she provided the Project Gantt Chart and the Project Closure Report to the group....
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