ASSIGNMENT No.

Q. 1.
A successful project manager should have special traits. Critically examine
these traits with reference to a construction project.

(Answer)

A successful project manager should have following special traits.

1. Planning

• Direct the preparation of project procedures

• Direct the preparation of the project budget
• Direct the preparation of the project schedule
• Direct the preparation of basic project t design criteria and
general specifications
• Direct the preparation of the plan for organizing executing and
controlling field construction; activities
• Review plans and procedures periodically and institute changes
if necessary.

2. Organizing

• Review project t position descriptions outlining duties

responsibilities and restrictions for key project supervisors
• Participate in the selection of key project supervisors
• Develop project manpower requirements

3. Directing

• Establish objectives for project manager performance goals for

key project supervisors
• Develop and maintain a system for decision making within the
project team whereby decisions are made at the proper level.
• Promote the growth of key project supervisors
• Foster and develop a s spirit of project team effort
• Assist in resolution of differences of problems between
departments or groups on assigned projects

4. Controlling

• Maintain effective communications with the client and all groups

performing project work.

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• Maintain personal control of adherence to contract warranty and
guarantee provisions
• Closely monitor project activities of conformity to contract scope
provisions. Establish change notice procedure to evaluate and
communicate scope changes.
• Interpret communicate and require compliance with the contract
the approved plan project procedures and directives of the client
•
Traits with reference to a Construction Project.

A more detailed job description of a construction project manager

appears below:

Duties

1. Evaluates available and planed additions to division’s

manpower resources needs are met by the most economical
mix of available qualified consultant and contractor personnel.
2. Direct the regular integration of initial and revised task forecasts
into divisional technical manpower cost and schedule reports
and initiates the approval cycle for the reports.
3. Under minimum supervision establishes the priorities for and
directs the efforts of personnel involved or to be involved on
project controlled tasks to provide required achievement of an
integrated approved set of technical manpower cost and
schedule requirements.
4. Reviews conflicting inter and extra divisional task
recommendations or actions that may occur from initial task
description and forecast development until final task completion
and directing for methods for their resolution.
5. Evaluate divisional cost and schedule reports in light of new
tasks and changes in existing tasks and initiates to assure that
increase or decrease in task.
6. Direct the development of initial and revised detailed task
descriptions and forecasts of their associated technical
manpower, cost and schedule requirements for tasks assigned
to the divisions.
7. Prioritizes dust and direct the efforts of division personnel
resources allocations as necessary to both assure the
scheduled achievement of state and federal regulatory
commitment and maintain divisional adherence to integrated
manpower cost and schedule reports.
8. Regularly reports the result of divisional manpower cost and
schedule evaluating to higher management

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 9. Recommends new or revised division strategies goals and
objectives in light of anticipated long-term manpower and budget
needs.
10. Establish the requirements for directs the development and
approves control programs to standardize methods used for
controlling similar types of activities in the project and in the
other division departments.
11. Establish the requirement for directs the development of and
approves administrative and technical training programs for
divisional personnel.

Qualifications

1. For engineering gradate ten or more; years of engineering and

construction experience including a minimum of fie years of
supervisory experience and tow years of management and
electric utility experience.
2. Working knowledge of state and federal regulations and
requirements that apply to major design and construction project
such as fossil and nuclear power stations.
3. A Demonstrated of ability to develop high-level management
control programs.
4. Experience related to computer processing of cost and schedule
information.
5. Registered professional engineer and membership in
appropriate manager and technical societies is desirable.
6. At least four years of experience as a staff management
member in an operating nuclear power station in engineering
support on or off site capacity.

Q. 2
Why time management, communication and motivation are given more
importance in the project management environment in contrast to
traditional management environment? Describe your answers with
reference to the practical project management situation.

(Answer)

Time management

The project management environment is extremely turbulent and is

composed of numerous meeting report writing conflict resolutions. Continuous
planning and replanting, communications with the customer and crisis
management. Ideally the effective project manager is a manager not a does. But

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in the real world project managers often find themselves compromising their time
between managing and doing mainly because of the uncertain nature of the
project.

Time management communication

The project managers were asked how they prefer to communicate on the
project and were asked to select from these forms of communication.

Written formal
Written informal
Oral formal
Oral informal

As part of the survey, the project managers were asked how much time
they spend each week trying to resolve conflicts. The results are shown in it was
a anticipated that the project managers in project driven organizations would
spend more time resolving conflicts than those in non project driven
organizations. The results of the survey however are not conclusive enough to
support this hypothesis.
Project management environment

There are numerous time robbers in the project management

environment.
These include:
• Shifting priorities
• Indecision or delaying decision
• Procrastination
• Setting up appointments
• Too many meetings
• Waiting for people
• Poor retrieval systems
• Day to day administration
• Lack of sufficient clerical support
• Late appointments
• Impromptu tasks
• Union grievances
• Too many levels of review
• Too many people in a small area
• Office casual conversations

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 • Misplace information
• Spring mail
• Record keeping
• Monitoring delegated work
• Unnecessary crisis intervention
• Over committed outside activities
• Executive meddling
• Budget adherence requirements
• Vague goals and objectives
• Poor communications channels
• Uncontrolled telephone calls
• Casual visitors

Traditional management environment

The traditional management structure has survived for more that is two
centuries. However recent business development such as the rapid of change in
technology and position in the marketplace. As well as increased stockholder
demands. Have created strains on existing organizational forms. Fifty years ago
companies could survive with only one or perhaps two product lines. The
classical management organization as shown.
However with the passing of time companies found that survival depended
on multiple product lines and vigorous integration of technology into the existing
organization. As organizations grew matured manager found that company
activities were not being integrated effectively and that new conflict were arising
the well-established formal and informal channels. Managers began searching
for more innovative organizational forms that would alleviate the integration and
conflict problem.

Practical Project Management Situation.

In March April 1981 a survey was conducted of more than project

managers in twenty four different industries to identify a problem that exists in
trying to obtain effective project time management. Fifteen areas were
investigated.

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 • Employee background
• Energy cycle per day
• Over time
• Productivity
• Meetings
• Time robbers
• Priorities
• Communication
• Planning
• Community service
• Delegation

Energy cycle per day

The exact amount of energy that an employee possesses is usually

functioning of such variables of fatigue efficiency of work concentration amount of
work listlessness eagerness and alertness. Because of the difficulty in
measuring these parameters ten project managers were asked simply to rate
their energy level per hours most respondents identified a remarry and a
secondary peak.
Energy cycle per week

Most employees do not perform at the same energy level each day of the
week. In order to verify this respondents were asked again to rate their energy on
a scale for each day of the week. The result is most respondents felt that their
peak performance days were Wednesday and Thursday. Construction and oil
industries had the highest overall energy level per week.

Daily weekly work schedule

The majority of the people surveyed began work between and finished
between and. several government employees operated on a flexed time
schedule. The meant that their energy cycle per day had to be adjusted to a
common starting time.

Overtime

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 Project driven organizations tend to require a great deal of overtime due to
underemployment rather Tran to have to terminate people because over
employment.

• Ninety percent of the government project manager worked an average

of four eight hours of e overtime per week.
• Almost a necessity of the construction workers claimed that overtime
was a necessity hours per week.

Productivity

The following such items were identified by project managers

• Lack of information in a ready format

• Phone calls
• Day to day administration
• Late appointment

Meetings

Meetings become a way of life in project management and project

engineering unfortunately. Meting scan become unproductive and total waste of
time especially if the project managers.

• Spends too much time on trivial items

• Holds too many team meetings
• Holds too few team meetings
• Neglects inviting personnel with decision making authority

Time robbers

The project managers were queried as to which of these time robbers

commonly occur on their project and how much time is usually spent per week on
each time robber. Most of the industries appear to have two or three predominant
time robbers except for the construction project managers.

Time away from desk

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 The project managers were asked to identify how much time they spend
away from their desks. The majority of the respondents indicated that percent of
the time is spending away from the desks on such items as:
Priorities

• 100 percents of project managers felt that they establish their own
priorities.

• Priorities are established by either the customer or house top-level

management.

Delegation

We can now summarize the major time management problem for the
project managers. These include:

• Meetings
• Time robbers

Summary work plan

Day Points

Monday 2

Tuesday 3

Wednesday 5

Thursday 3

Friday 4

Total 20

Q. 3
A system is a group of independent but interrelated elements comprising a
unified whole. Do you think that the project consists of sub-systems?
Elucidate in detail.

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(Answer)

System has been used rather loosely .the exact definition of a system
deepens on the users environment and ultimate goal. Modern business
practitioners define a system as:

A group of elements either human or nonhuman that organized and

arranged in such a way that the elements can act as a whole toward achieving
some common goal objective or end.

Systems are characterized by their boundaries or interface conditions. For

example if the business firm system were completely isolated from the
environmental system then a closed system would exist in which case
management would have complete control over all system components. If the
business system does in fact east with the environment, then system is referred
to as open. All social systems for example are categorized, as open system open
system must have permeable boundaries.
If a system is significantly dependent another system of its survival then
the system can be further defined as an extended system. Not all open system is
extended system. Extended system is ever changing ones and can impose great
hardships on individuals who desire to work in regimented atmosphere.

Military and government organizations were the first to attempt to define

clearly the boundaries of system programs and project below are two such
definitions for systems:

• A composite of equipment skills and techniques capable of performing

and for supporting an operational role. A complete system includes
related facilities equipment material system. It can be considered as a
self-sufficient unit in its intended operational and or support
environment.

• One of the principal functioning entities comprising the project

hardware within a project or program the meaning may vary to suit a
particular project is the first major subdivision of project work.

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 • System tends to imply an infinite lifetime. But with constant upgrading.
• Programs can be construed as the necessary first level elements of a
system.

Ultimately all decisions and policies are made on the basis of judgments
there is no other way and there never will be in the end analysis is but an aid to
the judgment and intuition of the decision maker. These principles hold true for
project management as well as for system management.
System approach definition should be considered. The system
approach:

• Force review of the interrelationship of the various subsystems

• Systematically assembles and matches the parts of the system into a

unified whole

• Seeks an optimal solution or strategy in solving a problem.

The systems approach to problem solving has phases of

development similar to the life cycle phases shown:

• Terminology problem objective and criteria and constraints are

defined and accepted by all participants

• All possible approaches to or alternatives to the solution of the

problem are stated.

• The best solution in reaching the objectives of the system is the

result of the combination of analysis and trade off phases.

Other terms essential to the system approach are as follows:

• Objective The function of the system or the strategy that must be

achieved.
• A partial need to satisfy the objective.
• One of the selected ways to implement and satisfy a requirement.

A common error by potential decision makers with authority to act who

base they’re thinking solely on subjective experience.

Judgment and intuition is that they fail to recognize the existence of

alternatives

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 Subjective thinking is inhibited or affected by personal bias resulting from
condition within the brain and sense organs.

The system analysis process a begins with system examination and

comparison of those alternative action that are related to the accomplishment of
the desired objective. The inputs from the constraints and limitations identify the
explicit consideration of the uncertainty variables. The loop is then completed
using feedback in order to determine how compatible. Each alternative is with the
objective of the organization.

The above analysis can be arranged in steps.

• Input data to mental process

• Predict outcomes
• Choose the best alternative
• Take action

The system approach to thinking is most effective if individuals can be

trained to be ready with alternative actions that directly in with the prediction of
outcomes. This outcomes array can be developed only if the decision maker
thinks in terms of the wide scope of possible outcomes. Outcomes description
force the decision maker to sellout clearly just what he is trying to achieve.

System thinking is vital for the success of a project. Project management

system urgently needs new ways of strategically viewing. Questioning and
analyze project the total project rather than the individual parts is the first
prerequisite for successful project management.

There are four categories of sub system project:

• Individual project. These are short duration project normally assigned

to a single individual who may be acting as both a project manager
and a functional manager
• Staff project. These are that can be accomplished by one
organizational unit say a department. A staff or task force is
developed from each section involved. This works best if only one
functional unit is the evolved.

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 • Special projects. Very often special projects occur that requires
certain primary functions and or authority to be assigned temporarily
to other individuals or units. This works best for short duration
projects. Long term project can lead to severe conflicts under this
arrangement.
• Matrix or aggregate projects: These require input from a large number
of functional units and usually control vast resources.

Each of these categories of projects can require different responsibilities

job descriptions policies and procedures.

Project management may now be defined as the process of achieving

project objectives through the traditional organizational structure and over the
specialties of the individuals concerned. Project management is applicable for
any and hoc undertaking concerned with a specific end objective. In order to
complete a task a project manager must:
• Set objective
• Establish plans
• Organize resources
• Issue directives
• Issue directives
• Apply innovation for alternative actions
• Remain flexible

Q. 4
At what stage of project life cycle the project manager should be
appointed? Should the project manager be given training inside or outside
the organization and should be trained with respect to several project
management functions or for specific function? Explain with the help of
example.

(Answer):

Project Life Cycle

Every program project or product ahs certain phases of development .a

clear understanding of these phases permits managers and executives to better
control to corporate resources in the achievement of desired goals. The phases
of development are known as life cycle phase. . However the breakdown and
terminology of these phases differ, depending on whether we are discussing

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product or projects. During the past few years there has been at least partial
agreement about the life cycle phases of a product. They include:

• Research and development

• Market introduction
• Growth
• Maturity
• Death

The first phase the conceptual phases include the preliminary evaluation
of an idea. Most important in his phase is a; preliminary analysis of risk and the
resulting impact on the time. The conceptual phase also includes a first cut at the
risibility of the effort.

The second phase is the planning phase. it is mainly a refinement of the

elements described under the conceptual phase. The planning phase requires a
firm identification of the resources to be required together with the establishment
of realistic time cost. And performance parameters. For a project based on
competitive bidding. The conceptual phase would include the decision of a
whether to bid, and the planning phase would include the development of the
total bid package.

The most project or system costs can be broken down into operating and
implementation categories like purchasing computer hardware or detailed
planning. Operating costs on the other hand, include recurring expense such as
manpower. The operating costs may be reduced as shown in personnel perform
at a higher position on the learning curve. The identification of a learning curve
position is vitally important during the planning phase when firm cost position
must be established. Of course is not always possible to know what individuals
will be available or how soon they can perform at a higher learning curve
position.

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 The third phase testing is predominantly a testing and final standardization
effort so that operation effort so that operations can begin. Almost all
documentation must be completed in this phase.

The fourth phase is closure and includes the reallocations of resources.

The question to be answered is where should be resources be reassigned.
Consider a company that sells products on the open consumer market. The
product begins with the deterioration and death phase of its life cycle. For
restoration of life cycle project must be established.

The following questions must be considered in multi project

management.
• Are the project objectives the same?
• For the good of the project
• For the good of the company.
• Is there a distinction between large and small projects?
• How do we handle conflicting priorities?
• Critical versus no critical projects.
• No critical versus no critical projects.

This life cycle would probably be representative of a twelve-month activity.

Most executives prefer short data processing life cycles because computer
technology changes at a very rapid rate. An executive of a major utility
commented that his company was having trouble determining how to terminate a
computer programming project to improve customer service because by the time
a package is ready for full implementation, the solution appears to lie in
establishing short data processing project life cycle phases perhaps through
segmented implementation. In any case we can conclude that:

There are several reasons for this trend.

• Clear delineation of the work to be accomplished in each phase may

be possible.
• Pricing and estimating may be easier if well-structured work definitions
exist.
• There exist key decisions points at the end of each life cycle phase so
that incremental funding is possible.

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Training for Project manager

It is an established fact that project manager should be given training not

only with in the organization but also with respect to several projects. His training
for specific purpose is must; however training with respect to several project
management functions is subject to his availability and time sparing. Project
manager training is most important in the following fields such as traditional
matrix and other matrix.
The organization must evaluate the following criteria before selecting a project
manager.

1. Qualification.
2. Experience.
3. Project management functions’ know how.
4. Budget cost.
5. Management Information system.
6. Time management.

Example

Today there is no agreement among industries, or even companies within

the same industry about the life cycle passes of a project. This is understood
able because of the complex nature and diversity of project.
The theoretical definitions of the life cycle phases of a system can be
applied to a project. These phases include:

• Conceptual
• Planning
• Implementation
• Closure

Engineering Manufacturing Computer Construction

programming
Start up Formation Conceptual Planning data
gathering and
procedures
Definition Buildup Planning Studies and
basic

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 engineering
Main Production Definition and Major review
design
Termination Phase out Conversion Detail
engineering
Final Audit

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Q. 5
The role conflict, communication problem, lack of team definition,
members commitment and senior management support are the among the
key barriers that hinders the effective team building process. What
approaches can be helpful to cope with these barriers. Assume any
practical situation.

(Answer)

Conflict communication

Conflict is defined as the behavior of an individual a group or an

organization, which impedes or restricts another party from attaining its desired
goals. Although conflict may impede the attainment of one goal, the
consequences army is beneficial if they produce new information which in turn
enhances the decision asking proves. By contrast conflict becomes dysfunctional
if it results in poor project decision-making. Lengthy delays over issues, which do
not importantly affect the outcome of the project or a disintegration of the team
effort.

There are following conflict sources:

• Priorities
• Procedures
• Schedules
• Priorities
• Schedules
• Technical
• Schedules
• Personality and manpower

Role Conflict Communication Problem

Effective project communications is needed to ensure that we get the right

information to the right person at the right time and in a cost effective manner.
Typical literature definitions of effective communications include:

• An exchange of information
• An act of instance of transmitting information
• A technique of expressing ideas effectively
• A process by which meanings are exchanged between individuals
through a common system of symbols.

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 Proper communication is vital to the success of the project.
Communications is the process by which information is exchanged.
Communications can be:
• Written formal
• Written informal
• Oral informal

Oral communication comes with a high degree of flexibility. Oral

communications use them medium of personal contact group meeting, or the
telephone written communications are precise. Electronic mail and the project
management information system. Some people consider nonverbal
communications such as gestures and body language as an acceptable process.
Barriers

The screen or barriers are from one percept in personality attitudes

emotions and prejudices.

• Perception barriers occur because individuals can view the same

message in different ways. Factors influencing perception include the
individual level of education and region of experience. Using words
that have precise meaning can minimize perception problem.
• Personality and interests. Such as the likes and dislikes of individuals
of fact communications. People tend to listen carefully to topics of
interest but turn a deaf ear to unfamiliar or boring topics.
• Attitudes emotions and prejudices warp our sense of inter predations
individuals who are fearful or have strong love or hate emotions will
end to protect themselves by distorting the communication process.
Strong emotions rob individuals of their ability to comprehend.

Building process barrier

Typical barriers that affect the encoding process include:

• Communication goals
• Communication skills
• Frame of reference
• Needs
• Interpersonal sensitivity
• Attitude
• Position and status
• Assumptions
• Existing relationships with receivers

Typical barriers that affect the decoding process include:

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 • Evaluative tendency
• Preconceived ideas
• Frame of reference
• Needs
• Attitudes emotion and self interest
• Position and status
• Existing relationship with sender
• Lack of responsive feedback
• Selective listening

In a project environment a project manager may very well spend percent

or more of his or her time communicating. Typical functional applications include:
• Providing project direction
• Decision making
• Authorizing work
• Negotiating
• Reporting
• Attending meetings
• Overall project management
• Marketing and selling
• Records management

Communication problem

The communication process is more than simply conveying a message it

is also a source for control. Communication must convey both information and
motivation. The problem there is how to communication below are six simple
steps.

• Think through what you wish to accomplish

• Determine the way you will communicate
• Appeal to the interest of those affected
• Get playback on hat you communicate
• Test effectiveness through reliance on other to carry out your
instructions.
Practical situation.

The project manager needed two computers and some man power to
complete his project within stipulated period. The line manager refused to provide
any man power due to his engagement in production. Similarly Finance manager
did not sanctioned amount for computers. Senior management did not force both
to help the project manager. This practical situation disheartens the project
manager. Such al barriers always come in the way of project manager.

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These barriers include:

• Receiver hearing what he wants to hear. This results from people

doing the same job so long that they no longer listen.
• Receiver evaluating the source before accepting the communication
• Receiver ignoring conflicting information and doing as the pleases
• Words meaning different things to different people
• Receiver being emotionally upset.

The scalar chain of command can also become a barrier with regard to in
house communications. The project manager must have the authority to go the
general manager counterpart to communicate effectively. It is possible that filters
can develop such that the final message gets distorted.

Three important conclusions can be drawn about communications and

barriers.

• Do not assume that the message you sent will be received in the form
you sent it.
• The swiftest and most effective communication takes place among
people with common points of view. The manager who fosters good
relationship with his associates will have little difficulty in
communication with them.
• Communication must be established early in the project.
• Confect over project priorities
• Conflict administrative procedure
• Conflict over technical options and performance trade offs
• Conflict over manpower resources
• Conflict over cost
• Conflict over schedules
• Personality conflict

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