Summary: Project Management In Practice | 9780470646205 | Samuel J Mantel

Read the summary and the most important questions on Project Management in Practice | 9780470646205 | Samuel J. Mantel

• 2 The Manager, the Organization, and the Team

• What is the job of the Project Manager?

  The PM job is to make sure that the project is properly planned, implemented, and completed

• 2.1.1 Facilitor

• What does it mean when the PM is a facilitor?

  The PM is not a competent overseer and thus has a different role. Must ensure that those who work on the project have the appropriate knowledge and resources, most precious resource = time

• Why is the general manager more and more like the project manager?

  Because of participative management philosophy = responsibility for the planning and organization of specific tasks is given to the individuals or groups that must perfom them

• What is an important distinction between the PM and the traditonal manager?

  PM uses the system approach (how everything fits together) and the traditional manager the analytical approach (understanding the bits and piecies in a system)

• 2.1.2 Communicator

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• What are communication problems?

  When some of the parties within a project propagate communications that may mislead other parties, or directly conflict with other messages in the system

• What two tools can be used to analyze the stakeholders?

  Power-Intrest Grid and Commitment Assessment Matrix

• 2.2 The PM's Responsibilities To The Project

• What are the three overriding responsibilities of the PM to the project?

  • 1. The acquisition of resources and personnel
  • 2. Dealing with obstacles that arise during the course of the project
  • 3. Exercising the leadership needed to bring the project to a successful conclusion primarly by managing the trade-offs necessary to do so and proactively managing project-related risks

• 2.2.1 Acquiring Resources

• What is difficult for acquiring resources?

  Acquiring the necessary quality and quanity of resources and personnel

• 2.2.2 Fighting Fires and Obstacles

• What is another key responsibility of the PM?

  To deal with obstacles and crises

• 2.2.3 Leadership

• To being responsible for acquiring resources for the project and for fighting the project’s fires, where is the PM more responsible for?

  Making trade-offs necessary to lead the project to a successful conclusion and proactively managing project related risks through the development of contingency plans