Posts Tagged ‘Gautam’

Project Manager Capability Assessment for Projects from POME by Gautam Koppala

Project Manager Capability Assessment:

“Good Project Managers are willing to pay the price of achievement. Overcoming the negative is the price of achievement, the price of greatness.”

 

The Problem with assessing Project Management Capability:

Measuring Project Management capability has been a difficult exercise. Traditional measures have been based on project management metrics such as:

Projects completed on time and budget
Function point productivity
User satisfaction
Methodologies
Principles and Policies
Roles, responsibilities, and authority level

The other alternative is to have an expensive consulting house review your practices and give you a report on project statistics you probably already know. There is usually no money left to do anything after you pay the consulting bill for the project management assessment.

The Solution – How to assess Project Management Capability:

Highly responsive, customer focused company that fulfilled our needs in a timely and very professional manner. The survey, analysis, and report were delivered as expected and provided us with insights into where our organization can benefit from additional project management training. I highly recommend them!

The first decision is what to measure against. What is best practice? What project management metrics? Fortunately, the answer is relatively straight forward. The POME used Project Management Institute PMBOK, RUP, and ISO Guidelines for making a clear structure for successful project management.

Each of these is broken down into major areas to bring a more components that make up successful project management. By measuring against these areas, you can develop a quantitative map of you PM capability.

 

How to assess Project Management Capability:

In conjunction with a market research specialist, POME have developed a questionnaire that will provide the answers. The questionnaire is directed at people who have participated in a project in the last 12 months. Its better to distribute via email the questionnaire, collect the answers, and provide a report that benchmarks your capability in 9 major PMBOK, and other POME categories. It also provides guidance as to the steps you might take to improve performance.

Benefits of a Project Management Assessment:

You get a map of your organization’s project management strengths and weaknesses
You can focus on quick wins to improve productivity
Serious shortcomings are identified and can be targeted with major programs
Repeating the survey after a period measures improvement
As Project Manager, you can present numerical data to show the work required and results achieved.

The project Director/ Project Sponsor will assess based upon the competencies of the Project Manager, and would get an idea for the formal training recommendations

POME Prescribe:

About Leadership:

ü  Keep your approach friendly: People are not looking to make friends at work, but refraining from an aggressive approach towards your employees is a good idea. Be diplomatic and assertive, instead.

ü  When taking on a new project/responsibility at work, convey to your management the extent of authority you need in order to effectively execute your project. Ensure that you have the authority that you need before you start work on your project.

ü  Being people-oriented does not mean that you cannot be task-oriented (and vice-versa).

ü  One-to-one: Meet regularly with your team members on a one-on-one basis. When you apply this principle to your kids, it makes each of them feel special.

ü  Nobody appreciates a micro-manager: Don’t sit on the heads of your team members.

ü  Giving autonomy does not mean not keeping track of progress.

ü  Learn how to manage people (more difficult than it sounds, believe you me!), and the rest of your job will that much easier to execute.

ü  As a leader, you should have the ability to bind the team together and give them a sense of “we’re in this together.” For instance, as the head of your family, you can promote bonding by setting aside time for family board games, story-telling sessions, family picnics, family prayers and the like.

ü  Stay visible – As a leader, you need to be visible in good times, as well as when there are problems to address.

ü  Your reputation depends on your perceived credibility and integrity: A very basic item for leaders is to ensure that promises made are promises kept. If action is committed, it must be performed.

ü  Personality: As a leader, does your personality influence and inspire your team?

ü  Leadership CAN be learned. Focus on these areas to improve your leadership skills:

Initiative
Leverage your charisma to influence others
Lead purposefully and with commitment
Develop a result-oriented approach
Cultivate an attitude of optimism
Work on your self-confidence – especially for weakness areas (for instance, if you are particularly nervous around people with an intimidating body language, create a plan to tackle that, and come across as confident and in-control in their presence.)
Cultivate empathy so that you can encourage and nurture your team
Learn to identify winners – and nurture them
Learn to read between the lines to understand the underlying concern that prompted the dialogue
The ability to motivate people so that they stretch out of their “comfort zones”
Improve your decision-making abilities by learning from past decisions
Learn to see the big picture
Polish your Goal Setting skills
Develop Personal Goals and examine them at regular intervals
Effective Time Management

ü  Flexibility: While it is a good thing to be firm and stand by your decisions, It is important that you are flexible enough to realize when plans need to change. View planning as an ongoing process. That way, you can change course midway without too much damage, if the original plan is not working. Are you open to continuous planning and updating of the plan?

Gautam Koppala,

POME Author

 

Project Management for Event Management Industry FROM POME BY GAUTAM KOPPALA VT

Project Management for Event Management Industry:

Event Management Projects is the process by which an event is planned, prepared, and produced. As with any other form of management, it encompasses the assessment, definition, acquisition, allocation, direction, control, and analysis of time, finances, people, products, services, and other resources to achieve objectives. An event project manager’s job is to oversee and arrange every aspect of an event, including researching, planning, organizing, implementing, controlling, and evaluating an event’s design, activities, and production.

Event Management Projects has been described as an “emerging profession” due to the fact that no academic, government-issued licensing, or private occupational certification credentials are required to practice this complex and responsibility-laden enterprise. Without such credentials, “professional” status is suspect and subject to degradation by the actions of untrained and inexperienced practitioners who are simply not aware of the scope of what needs to be learned in order to be qualified to work in this profession, as well as the scope of the legal and ethical responsibilities associated with such endeavors.

Event Management Projects encompasses a multitude of types of events. Although the Projects industry has delineated itself into various categories, all represent the planning and production of an event that brings people together at a particular time, in a particular place, for a particular purpose.  The event genres that may be considered as falling within the Event Management Projects profession for the purposes of this project are illustrated in below

The Event Genre of Event Management Projects

Business & Corporate Events

Any event that supports business objectives, including management functions, corporate communications, training, marketing, incentives, employee relations, and customer relations, scheduled alone or in conjunction with other events.

Cause-Related & Fundraising Events

An event created by or for a charitable or cause-related group for the purpose of attracting revenue, support, and/or awareness, scheduled alone or in conjunction with other events.

Exhibitions, Expositions & Fairs

An event bringing buyers and sellers and interested persons together to view and/or sell products, services, and other resources to a specific industry or the general public, scheduled alone or in conjunction with other events.

Entertainment & Leisure Events

A one-time or periodic, free or ticketed performance or exhibition event created for entertainment purposes, scheduled alone or in conjunction with other events.

Festivals

A cultural celebration, either secular or religious, created by and/or for the public, scheduled alone or in conjunction with other events. (Many festivals include bringing buyer and seller together in a festive atmosphere.)

Government & Civic Events

An event comprised of or created by or for political parties, communities, or municipal or national government entities, scheduled alone or in conjunction with other events.

Marketing Events

A commerce-oriented event to facilitate bringing buyer and seller together or to create awareness of a commercial product or service, scheduled alone or in conjunction with other events.

Meeting & Convention Events

The assembly of people for the purpose of exchanging information, debate or discussion, consensus or decisions, education, and relationship building, scheduled alone or in conjunction with other events.

Social/Life-Cycle Events

A private event, by invitation only, celebrating or commemorating a cultural, religious, communal, societal, or life-cycle occasion, scheduled alone or in conjunction with other events.

Sports Events

A spectator or participatory event involving recreational or competitive sport activities, scheduled alone or in conjunction with other events.

 

The Proposed Knowledge Domain Structure

Professional knowledge, which consists of technical knowledge, specialized skills, and ethical standards used to function within a professional jurisdiction, must be transformed into formal knowledge systems combined with experiential or situational knowledge systems.

 

The Uses of the Domain Structure

The proposed domain structure can serve numerous purposes and uses, not the least of which is the illustration of the scope and complexity of this profession to internal and external constituents and stakeholders, current and future practitioners, and allied and supplier industries, thereby increasing respect and reverence for the profession of Event Management Projects and legitimizing and “expertizing” the functions of event management.

 

The Next Stage

Further development, improvement, expansion, and ratification of the Event Management Projects depends on the review and input of a broad variety of industry practitioners, experts, certification bodies, and academicians from the full spectrum of event genres and industries.

 

Event Management Projects is an intricate weaving of the process and the scope of management functions. As illustrated below, the functional units (grouped by domain) form the warp fibers—the foundation threads of the fabric of an event. The processes—or weft threads—are interwoven through these foundations for each event, with the evaluation thread from one event forming the research thread for the next event.  If you eliminate one of the threads, the fabric of the event is weakened, leaving holes or places where it may unravel.

The Design domain focuses on the artistic interpretation and expression of the goals and objectives of the event project and its experiential dimensions, and is often the area of Event Management Projects that draws individuals to the occupation due to its creative opportunities.

 

Many of the units and topics represent specific specializations, disciplines, or its own distinct industry, with its own body of knowledge and credentials, some requiring specific licenses in many jurisdictions, with which the event manager must interact or subcontract in order to plan and produce an event.

 

At this stage the knowledge domain structure represents a simple mapping of concepts. It is not practical to numerically quantify the units or topics contained in the various certification competency blueprints, vocational qualifications, guides, and texts because, as yet, standard units and terminology have not been adopted by the industry as a whole. This initial taxonomy of general Project Management will serve as a platform that will enable expert participants, from a variety of disciplines around the world, to continue its refinement and develop a shared understanding and interaction.

The Taxonomy of the Administration Knowledge Domain for event project management

Financial Management

Accounting / Auditing

Asset Management

Bid Preparation

Budget Development

Business Plans

Cash Flow

Cash Handling Procedures

Change Controls

Cost/Benefit Analysis

Cost Controls

Cost Estimating

Credit Policies

Economic Impact

Financial Reporting

Fixed / Variable Costs

Foreign Currency

Inventory Control

Investments

Payables & Receivables

Pricing Structures

Profit Objectives

Purchasing Controls

Rate Negotiation

Resource Definition

Human Resources Management

Behavior Policies

Benefits Management

Conflict Resolution

Discipline

Employment Regulations

Hiring / Induction

Job Analysis

Job Descriptions

Labor Relations

Leadership

Motivation

Organizational Structure

Orientation

Paid Staff / Employees

Payroll Management

Performance Evaluation

Professional Development

Recognition Programs

Recruitment

Seasonal Staffing

Succession Planning

Supervision

Team Building

Temporary / Casual Labor

Temporary Staffing

Termination

Training

Uniforms

Union Labor

Volunteers

Information Management

Briefings / Debriefings

Communication Equipment

Communication Planning

Communication Protocols

Confidentiality Agreements

Database Management

Documentation Procedures

Document Design

Evaluation / Analysis

Feedback Systems

Information Acquisition

Information Asset Protection

Information Distribution

Intelligence Gathering

Lead Retrieval Systems

Library / Archives

Monitoring & Reporting

Presentations

Photography / Videography

Privacy Policies

Record Keeping Procedures

Procurement Management

Bid Solicitation

Change Controls

Contract Management

Performance Evaluation

Procurement Policies

Purchasing Procedures

Quality Control

Reimbursement Policies

RFPs / Briefs

Specifications Definition

Source Definition

Source Selection

Systems Management

Bookkeeping Systems

Change Control Systems

Communication Systems

Database Systems

Decision Making Systems

Document Generation

Governance

Integration Management

Inventory Systems

Knowledge Management

Maintenance Systems

Procedural Manuals

Purchasing Systems

Reservation / Booking Systems

Routing Systems

Security Systems

Technology Management

Computers

Digital

Electronics

Email & Voice Mail

Internet / Intranets

Office Equipment

Telecommunications

Video

Web-based

Wireless

Time Management

Activity Definition

Activity Sequencing

Change Controls

Critical Path Analysis

Deadline Definitions

Duration Estimation

Gantt Charts

Planning Tempo

Production Schedules

Program Agendas

Running Order

Schedule Control

Schedule Development

Time Lines

The Taxonomy of the Operations Knowledge Domain for event project management

Audience Management

Access Controls

Admission Controls

Admission Systems

Arrival / Departure Modes

Credentialing Systems

Crowd Management

Group Movements

Guest Relations

Housing Systems

Manifests

Pedestrian Traffic Flow

Protocol Requirements

Queue Management

Registration Systems

Seating Systems

Ticketing System

Ushering Systems

Communications Management

Announcement Protocols

Briefings / Debriefings

Channel Distribution

Command & Control

Communication Equipment

Contact Lists

Delegation

Event Orders

External Connectivity

Guiding / Coaching

Interpreter Services

Notifications

On-site Communications

Production Book

Public Address Systems

Scoring Systems

Translation Services

Verification Documentation

Infrastructure Management

Emergency Services

Gas Services

Handicap Services

Housekeeping / Maintenance

HVAC Systems

Lighting Systems

Medical Services

Parking

Participant Equipment

Power Services

Power Distribution

Recycling

Seating

Sewage Services

Shipping Services

Telecommunications

Traffic

Transportation

Utilities Usage Fees

Waste Management

Water

Logistics Management

Action Plans

Ceremonial Protocol

Checklists

Contractor Coordination

Dismantling

Installation

Loading Dock Management

Move-in

Move-out

Precedence Order

Replenishing

Requirements Definition

Running Order

Scope Definition

Staging / Marshalling

Task Analysis

Task Assignment

Task Identification

Task Interdependence

Task Monitoring

Terminology Agreement

Program Design Management

Activities

Alcohol Management

Ancillary Tours

Catering Management

Celebrities / Performers

Ceremonial: Invocation

Certification Requirements

Children’s Programs

Companion Programs

Competitions

Educational Objectives

Entertainment Management

Event Components

Exhibits

Feasibility Analysis

Gap Analysis

Learning Environments

Needs Assessment

Speakers / Participants

Sport/Recreational Activities

SWOT Analysis

Theme Development

Site Management

Ceremonial Equipment

Décor

Environmental Controls

Equipment Rentals

Furnishings

Maps

Mobile Facilities

Perimeter Controls

Signage

Site Development

Site Inspection Criteria

Site Plans / Diagrams

Site Selection Criteria

Site Selection / Contracting

Staging Equipment

Storage

Temporary Structures

Tenting

Stakeholder Management

Accountability

Authenticity

Client Management

Committees

Constituents

Cultural Differences

Economic Objectives

Facility Personnel

Government

Host Community

Media

Military

Officials & Authorities

Participants

Political Objectives

Prioritized Objectives

Protocol Management

Tourism / Convention Bureaus

Technical & Production Management

Audiovisual Services

Entertainment Equipment

Equipment Rentals

Lighting Equipment

Multi-Media

Performer Equipment

Projection Systems

Pyrotechnics

Sound Distribution

Sound Equipment

Special Effects

Stage Configurations

Staging Requirements

Technical Producers

Technical Rehearsals

Technicians / Engineers

The Taxonomy of the Marketing Knowledge Domain for event project management

Hospitality Management

Catering

Ceremonial Equipment

Client Entertainment

Dressing Rooms

Guest Services

Gifts / Amenities

Housing Services

Lounge Facilities

Ready Rooms

Reception Areas

Sponsor Benefits

VIP Services

Marketing Plan Management

Branding Requirements

Customer Intelligence

Customer Needs / Benefits

Customer Relationships

Database Building

Demographics

Differentiation

Image Enhancement

Loyalty / Affinity Programs

Marketing Objectives

Market Research

Market Segmentation

Marketing Mediums

Marketing Messages

Niche Marketing

Positioning

Product Definition

Product Pricing

Psychographics

Retention Marketing

ROI Evaluation

ROO Evaluation

Schedule Definition

Situation Analysis

Strategic Marketing

Target Market Definition

Materials Management

Advertising Specialties

Awards / Prizes

Badges / Passes / Credentials

Brochures

Coupons

Distribution

Flyers

Forms

Invitations

Media Kits

Newsletters

Posters

Printing Production

Printing Specifications

Programs

Registration Packets

Tickets

Videos / CD ROMs / DVDs / MP3

Merchandising Management

Brand Management

Collectables

Commemoratives

Concessions

Customer Service

Display

Distribution

Licensing

Logo Wear

Manufacture

Packaging

Souvenirs

Promotion Management

Advertising

Broadcasting

Ceremonies

Contests / Sweepstakes

Couponing

Cross Promotions

Direct Mail

Displays

FAM Tours

Giveaways

Internal / External

Internet / Intranet

Logo Management

Media Tie-ins

Narrowcasting

Networking

Pod-casting

Product Demonstrations

Product Sampling

Proof of Purchase Discounts

Sales Promotions

Special Appearances

Stunts

Trade Show Participation

Web-based

Public Relations Management

Disaster Recovery

Disaster Response

Media Conferences

Media Contact Lists

Media Kits

Media Previews

Media Relations

Media Releases

Photo Opportunities

Publication Articles

Requests for Coverage

Spokespersons

Sales Management

Box Office Operations

Cash Handling Procedures

Concession Sales

Coupon Redemption

Merchandise Sales

Proposal Delivery

Proposal Development

Proposal Packaging

Sales Techniques

Sponsorship Sales

Ticketing Operations

Web-based Sales

Sponsorship Management

Benefits Delivery

Benefits Packaging

Commercial Sponsorship

Cross Promotions

Donor & Patron Gifts

Grants & Underwriting

Image Management

In-kind Donations

Selling Sponsorships

Servicing Sponsors

Solicitation Proposals

Sponsorship Kits

Target Definition

Target Solicitation

The Taxonomy of the Risk Management Knowledge Domain for event project management

Compliance Management

Accessibility (ADA)

Alcohol / Liquor Laws

Antitrust Laws

Assembly Occupancy

Codes & Regulations

Consent Forms

Environmental Protection

Exemptions

Fire Safety

Food Service Codes

Intellectual Property

Licenses

Merchandise Licensing

Music Licensing

Permits

Releases

Safety Inspections

Sanctioning Bodies

Special Effects Codes

Union Jurisdictions

Waivers

Work Permits / Visas

Emergency Management

Audience Preparation

Civil Disorder

Command Structure

Communications Plan

Crowd Control

Disaster Preparedness

Emergency Action Plan (EAP)

Earthquake

Evacuations

Fire

Flood

Hazardous Materials

Medical Services

Mutual Aid Agreements

Power Loss

Response Accessibility

Response Equipment

Response Services

Severe Weather

Shutdown Procedures

Spokespersons

Terrorism

Threat Assessment

Training & Drills

Transportation Incident

Triage

Vehicles & Equipment

Warning Systems

Health & Safety Management

AED / CPR Certification

Chemical Hazards

Equipment Training

Fall Protection

Fire Safety Systems

Infectious Materials

Lighting / Visibility

Manual Handling Procedures

Noise Levels

Occupational Hazards

OSH Requirements

Pollution

Protective Equipment

Safety Meetings

Sanitation Systems

Slip & Trip Hazards

Structural Integrity

Waste Management

Insurance Management

Additionally Insured

Business Insurance

Cancellation

Certificates of Insurance

Contractually Required

Errors & Omissions

Event-Specific Insurance

Income Loss

Legal Requirements

Liability Exposures

Liquor Liability

Negligence / Liability

Property Loss / Damage

Workers Compensation

Legal & Ethics Management

Anti-Discrimination Laws

Attrition / Cancellation

Behavior Policies

Confidentiality

Contract Execution

Contract Management

Contract Negotiation

Dispute Resolution

Employment Laws

Equal Opportunity Policies

Fraud

Freedom of Information Act

Fundraising Laws

Gift Acceptance Policies

Liquor Laws

Not-for-Profit Laws

Perquisites

Privacy Laws

Public Assembly Laws

Public Safety Laws

Statutory Compliance

Taxation Laws

Terms & Conditions

Traffic / Transport Laws

Zoning Laws

Risk Assessment Management

Cause/Effect Analysis

Contingency Plans

Crisis Plans

Decision Tree Analysis

Documentation

Fault Tree Analysis

Hazard Mapping

Incident Reporting

Influence Diagram

Prevention Plans

Probability / Severity Analysis

Residual / Secondary Risk

Response Planning

Risk Analysis

Risk Avoidance

Risk Control

Risk Diffusion

Risk Documentation

Risk Fields

Risk Identification

Risk Mitigation

Risk Monitoring

Risk / Opportunity Analysis

Risk Resilience

Risk Retention

Risk Transference

Scenario Exercise

Walk-Through Inspections

Security Management

Access Control

Briefings

Command Center

Communications

Contracted Personnel

Credentials

Crime Deterrence

Crowd Control

Deployment

Detection Sweeps

Emergency Assistance

Equipment

Escorting

Guarding

Incident Reporting

Incident Response

Law Enforcement

Peer Security

Personal / VIP Protection

Private Security Personnel

Property Protection

Stewarding

Surveillance

Vehicles

Volunteer Personnel

Overview of Theme Design Management

The application of theme development principles and cultural iconography to communicate and integrate the purpose, message, image and branding of the event project.

Major Functions

Performance Elements

Theme Principles

·         Capture attention and create interest and involvement

·         Communicate and reinforce purpose and message

·         Establish a context and create attendee expectations

·         Integrate into a cohesive whole

Theme Development

·         Determine expectations through research and consultation

·         Identify core concepts, topics, and/or messages

·         Create multiple dimensions

·         Integrate essential characteristics of theme into a clear concept description

Cultural Iconography

·         Explore the cultural icon domains

·         Work from the familiar

·         Recognize and respect cultural and individual diversity

·         Distill the imagery

Creativity

·         Use a broad spectrum of stimuli

·         Conduct brainstorming and other idea-generating exercises

·         Remove restrictions of assumptions and tradition

·         Combine ideas in new ways and make connections between seemingly unrelated ideas

Theme Integration

·         Visualize all the event elements and link them to the theme

·         Incorporate the five senses

·         Integrate branding into all aspects of the event experience

·         Verify the operational and logistical practicality

 

The Case Study Analysis

 

Theme Principles

Celebrate the history of the Games and Italy’s rich contributions to theater, art, music, fashion, style, and sports heroes throughout the centuries
Showcase the city of Turin and the assets of the region
Meet IOC specifications for ceremonies
Create a spectacle for worldwide television coverage

Theme Development

Torino Games motto “Passion Lives Here”
Essential characteristics of “Rhythm, Passion and Speed”
Host objective to highlight and promote “all things Italian”
Portray the Olympic ideals

Cultural Iconography

Italian iconography

o        Film and theater; Fellini, Roberto Bolle of the La Scala Theatre

o        Art; Botticelli’s “The Birth of Venus,” Umberto Boccioni’s sculpture “Unique Forms of Continuity in Space”

o        Music; Renaissance trumpeters and drummers, Luciano Pavarotti, Puccini

o        Fashion; Armani, Moschino, supermodel Carla Bruni

o        History; Medieval Sbandieratori flag wavers, Renaissance and Baroque acrobats and floats

o        Sports; Olympic medalist participants, Formula One race car

Olympic iconography

o        Double X symbol of the twentieth Olympiad

o        Olympic rings

o        Olympic colors of blue, black, red, yellow, and green

o        Olympic torch, cauldron, and flame

o        Torino Games logo

o        Dove as the symbol of peace

Creativity

Aerial acrobatics
Disco music for athlete parade
Dove formation with vertical choreography
Ferrari Formula One race car
Olympic Flag carried by women only
Olympic Flame ignition
Olympic Rings
Pavarotti Opera stage
Pulsing heart and giant skier choreography
Recessed piazza in stage for athlete seating
Sparks of Passion inline skaters with flaming helmets
Synchronized “swimmer” routines through spandex piazza cover

Theme Integration

Passion

o        Bronze flame-projecting anvil

o        Beating heart dance routine

o        Olympic torch entry and flame ignition

o        Pyrotechnics

Rhythm

o        Drums in opening segment

o        Disco music for athlete parade

o        Medieval Sbandieratori flag wavers

Speed

o        Sparks of Passion skaters with flaming helmets

o        Skateboarders and inline skaters

o        Giant skier formations

o        Ferrari Formula One race car

Peace

o        Honor Guard of the Carabinieri and the Alpini

o        Jacques Rogge speech

o        Acrobatic formation of dove

o        John Lennon’s “Imagine”

Possible Discussion Topics

How “all things Italian” were highlighted and promoted
The iconic elements for:

o        Turin in specific

o        Italy in general

o        The Alpine region

o        The Winter Olympics

o        The Olympics in general

Historical origins of the various cultural icons and iconic elements used
The design benchmarks (highest, first, largest, etc.)

 

Integration Example — Speaker Selection

 

 

 

Integration, a Core Value of the framework, reflects the critical need to coordinate, synchronize and merge the variety and multitude of interactions, dependencies and interconnected elements included in an event project to ensure decisions incorporate all the factors influencing and influenced by those choices.

 

When you view the scope of the functional areas of the knowledge domains, as shown below, which illustrate the full scope of the responsibilities assigned to event organizers, it becomes clear that one item, one decision, or one element will be shaped by and will have an impact on every other aspect of the event project.

 

 

 

Let’s look at one element: selecting a speaker for a conference. This function would be under Content Development (or Content Management) within the Design domain.

 

Factors regarding this one element will interact with every other domain’s functional areas and decisions made about this speaker must be integrated throughout the scope of functional areas. For example, the chart below illustrates some of the questions and issues that must be considered for this single facet of the event project.

 

Keep in mind that this list is by no means exhaustive, nor does it take into account the fact that there are typically numerous speakers selected for even a small conference, and perhaps hundreds for a sizable convention. Also remember that when you answer any one of these questions, that answer must then be considered in the context of every other functional area.

 

ADMINISTRATION

Financial

What is the speaker’s fee or the honoraria to be paid? How and when will that payment be handled?
If no fee or honoraria, is there any other form of compensation for which the variable costs need to be included in the budget?
Will we be paying for the speaker’s airfare?
Will we be buying the ticket or reimbursing the speaker for it?
Are there contractual specifications for or limits on what fare we will pay for (economy, business class, first class)?
Will we be paying for the speaker’s hotel accommodations?
Are there incidentals (meals, ground transportation, etc.) that we will or will not reimburse?
Will speaker thank you gifts need to be purchased?

Human Resources

Who is responsible for or has the authority to conduct speaker selection?
Who will serve as the pre-event liaison for the speakers?
Who will serve as the on-site liaison for the speakers?
Do we need someone to meet the speaker at the airport?
Do we need an escort for the speaker to the site and / or on site?
Who will give the introduction for the speaker’s session?

Information

How will we collect session proposals or abstracts?
How will we handle correspondence with the speaker, e.g. session acceptance / denial, invitations, confirmations, thank you letters, etc.?
What forms will we need the speaker to fill out, e.g. AV requests forms, room set-up requests, session taping approvals, etc.?

Procurement

What types of speaker solicitation documents will we use, e.g. call for papers, call for abstracts, session proposal forms, etc.?
What specifications need to be included in solicitation materials, e.g. acceptable / suggested topics, session deliverables, target audience or content track, etc.?
What equipment or services will be need to be ordered for this speaker’s presentation, e.g. projection equipment, audience response systems, staging, captioning services, etc.?
How will we handle on-site changes and other requests?

Stakeholders

Are there any controversial issues surrounding this speaker that might cause problems in connection with his/her appearance, e.g. opposition, potential protests, political affiliations, etc.?
Are there strategic economic or political alliances that may be developed or enhanced by selecting this speaker?
How will the performance of this speaker and the value of his/her appearance be evaluated? How will this be used in communications with various stakeholders or stakeholder groups?

Systems

How will the speakers selected be incorporated into database systems, e.g. registration, badge processing, membership, etc.?
Will we be using an abstract management system for online submissions, speaker communications, PowerPoint and handout collection, etc.?

Time

When do we need abstracts or session proposals submitted?
By when do sessions and speakers need to be selected and confirmed?
How and when will we schedule sessions and presentations, e.g. time slots, tracks, keynotes, etc.?
How long will sessions be, e.g. one hour, 90 minutes, half-day, etc.? How long will this speaker’s presentation be?
How will we handle scheduling for speakers providing numerous different or repeat sessions?

DESIGN

Content

Has a needs assessment identified this topic or this speaker as suitable or desirable?
Has this topic been identified as necessary to meet educational requirements?
In what way is this speaker qualified to deliver this content?
What format will be used for this topic, e.g. keynote speech, facilitated interactive presentation, workshop, etc.?
How will we ensure speaker will deliver valuable content without blatant commercials for his/her products or services?

Entertainment

Will the speaker need a specific rehearsal time or period?
Will the speaker need a special room where he/she can organize or prepare for his/her presentation?
Will the speaker be expected to be part of or involved in any ancillary activities, e.g. golf tournament, exhibits, receptions, book signings, etc.?
Does the speaker need any coaching regarding presentation skills?

Environment

What type of seating configuration does the speaker desire / require, e.g. theater style, classroom, round table, etc.?
Does the speaker need special equipment, décor, or supplies procured and/or delivered?
Will the presentation include audience participation, and, if so, what will that require, e.g. steps onto stage, special aisles, etc.?

Food & Beverage

Will speaker be invited to or included in some / all meal functions for the conference?
Does the speaker have any dietary requirements?
Will exclusive water stations / bottled water be provided for speakers?
Will there be refreshments provided in a speaker ready room?

Production

Will the speaker be providing a PowerPoint and/or video presentation?
Does the room need special lighting for his/her presentation, e.g. darkened room, spotlighting, etc.?
What type of microphone(s) will be required, e.g. lectern, hand held, wireless, standing, etc.?
Will the speaker be using or demonstrating any special or theatrical effects, e.g. pyrotechnics, fog effects, sound effects, etc.?

Program

Where in the program agenda does this speaker appear, e.g. day, time slot, track, etc.?
Are there any scheduling conflicts that will affect attendance at this speaker’s presentation?
Is this session required for specific credits or certificates, and, if so does this session meet educational requirements, e.g. duration, content level, etc.?
Can this session accommodate anticipated attendance, e.g. room capacity, repetition within agenda, etc.?

Theme

Is there linkage between this presentation and the theme of the conference?
Will conference branding need to be included on handouts and/or PowerPoint presentations?
Has speaker been advised of any cultural or corporate customs on what must be avoided or incorporated into his/her presentation, e.g. attire, jargon, current events, gestures, etc.?

MARKETING

Marketing Plan

Is this speaker appropriate for or affiliated with the conference’s target market?
Does this speaker offer an entry into specific niche markets that could be exploited, e.g. track categories, exhibitors, etc.?
Has this speaker presented at previous conferences, and, if so, what were the satisfaction scores from previous evaluations?
Should this speaker be specifically highlighted in promotional activities?

Materials

What materials are needed from the speaker, e.g. handouts, PowerPoint presentation, etc.?
Will the speaker be providing additional handouts or amenities only at the session, e.g. checklists, workbooks, samples, etc., that need to be approved and/or promoted?
How will speaker be promoted in the program book, e.g. bio, photo, session description, etc.?
Will speaker presentations and/or handouts be provided to attendees in a handbook, CD, and/or on the web?

Merchandise

Will the speaker be allowed to sell own books or other products after his/her session?
Will audiotapes of the sessions be created for sale to attendees?
Will the speaker be asked to provide items for conference amenities or prizes, e.g. books, discount coupons, etc.?
Will speaker be given logo-imprinted items as thank you gift or in-room amenity?

Promotions

How, where, and when will speaker solicitation activities be conducted?
What materials do we need the speaker to provide for promotional activities, e.g. photo, bio, session description (including key words and/or deliverables), etc.?
In what format do we need these materials, e.g. digital photo and resolution, word count limits on bio and session description, minimum of three session deliverables, etc.?
Where will we include these materials, e.g. advance program, web site, blast e-mail and print advertisements, etc.?
Will speaker be offered personalized promotional materials for his/her own marketing activities or cross promotions?

Public Relations

Will speaker be suitable and available for interviews with the media?
Is speaker able to provide articles that may be submitted to industry publications in conjunction with the conference?
Are position statements and background information prepared for any controversial issues the speaker or his/her appearance may incite?

Sales

Will attendance at this speaker’s presentation require an additional charge or ticket?
Will speaker’s books and/or products be made available for sale by the conference before, during, and/or after the conference?
Will speaker allow the sale of audiotapes or videotapes of his/her presentation, and, if so, will there be any commission on sales paid to the speaker?

Sponsorship

Will this speaker’s appearance or presentation be suitable for packaging as a sponsorship?
Will this speaker’s appearance or presentation jeopardize any existing or potential sponsorship agreements?
Will the speaker be expected to make any special appearances or accommodations in conjunction with a sponsorship, e.g. hospitality functions, session introductions by sponsor, recognition of sponsor in presentation, etc.?

OPERATIONS

Attendees

Will attendees need to pre-register for this specific session in order to manage capacity limitations and/or minimums?
How will access to presentation be controlled, e.g. name badge, ticket, etc.?
How will CEU or other continuing education credits be tracked and reported?
Will expected or expressed popularity of this speaker or topic suggest repetition or expansion of this session or other crowd management strategies?

Communications

Has speaker been provided with contact name and numbers in case of travel problems or appearance cancellation?
Has speaker provided his/her contact information for conference updates and in case of program changes or cancellation?
When and with whom should speakers check-in to ensure their timely arrival?
Has speaker provided on site contact numbers, e.g. cell phone, hotel number, etc.?

Infrastructure

Does speaker need ground transportation provided?
If not, will speakers be provided with a designated parking area, or will parking fees be reimbursed?
Will this presentation generate any dangerous or hazardous waste, e.g. medical waste, chemicals, fire hazards, etc.?
Does this presentation or demonstration require any special utility hook-ups or services, e.g. Internet access, water, machinery, etc.?

Logistics

Does this presentation have extensive or unusual move-in / move-out requirements, e.g. length of set-up time, special displays, expansive AV requirements, etc.?
Does this presentation or session have any special machinery or equipment requirements, e.g. vehicles or apparatus, poster boards, waste containers, etc.?
Will speaker be charged for special room set-ups or services?

Participants

Are speakers given a complimentary registration package to the conference?
Will there be a separate registration desk for speakers?
Are speaker credentials (badges) different from other attendees, and, if so, how?
What instructions need to be provided to the speaker, in what form, and when?
Is the speaker bringing a guest or assistant who needs admittance credentials?

Site

In what room (location) will this session be held?
Will this session restrict use of the meeting room or adjacent areas, e.g. room clearing and cleaning, noise levels, pedestrian traffic limits, etc.?
Will speaker have an exhibit booth in the trade show?
If a speaker ready room or green room is to be provided, where will it be?
Will this speaker be housed in the headquarters hotel?

Technical

What staging will this presentation require, e.g. stage, platforms, display tables, lectern, etc.?
What AV equipment is required and will this speaker need technical assistance before the presentation?
Will technicians be required to operate any equipment during this presentation?
How will the speaker be advised regarding wireless microphone usage, e.g. turning it off during private conversations or when in the toilet?
What attendance tracking devices will be used and when, e.g. bar code scanners, RFID readers, etc.?

RISK

Compliance

How will we verify speakers are not using copyrighted materials other than their own?
What permissions do we need from the speakers to publish their copyrighted material?
Does this session include proprietary material that requires prohibition of recording by attendees?
What devices or services will be required to ensure this presentation is ADA compliant, e.g. assisted listening devices, captioning, sign language interpreters, etc.?
Does this presentation require any special permits, e.g. pyrotechnics, imported flowers, food preparation, etc.?

Decisions

How are speakers and session topics approved, e.g. peer review, program committee, etc.?
What do we do if complaints are received regarding a speaker’s presentation or behavior?
What contingency plans do we need for speaker no-show, equipment malfunctions, etc.?

Emergency

Does this speaker have any medical conditions that we need to be prepared for?
Will the speaker be asked to take any role in emergency management, e.g. exit location announcements, attendee sign-in manifest, etc.?
How will speaker be advised of the communication protocols in case of a crisis, e.g. calling security to report incidents, referring all media inquiries to official spokesperson, etc.?

Health/Safety

Will the room capacity for this session accommodate the likely attendance?
If demand exceeds capacity, how will we control access and accommodate those turned away?
Will any equipment or activities in this session block any exits?
Will any potentially hazardous materials, supplies, or equipment be used in this session, and, if so, how will these be controlled?
Will any participatory activities be conducted in this session that could cause injury or illness?

Insurance

Is this speaker’s participation in the conference covered in our current insurance policies?
Is loss of or damage to this speaker’s equipment covered under our current policies?
Does this presentation require any special liability coverage?
Does this session require waivers of indemnity signed by participants?

Legal

Will we have speakers sign a contract regarding their appearance at the conference, and, if so, what will it need to include?
What consent approvals will we need in order to record (audio and/or video) the speaker’s session(s) and make these available for sale or download?
What consent approvals (implicit or explicit) do we need in order to photograph the speaker and/or audience for print or electronic promotional materials and publications?
Are there any disclaimers needed in conjunction with this speaker or his/her presentation?

Security

Will security personnel be required to control access to this session?
Will security personnel be required to guard any equipment or materials used in this session?
Will security personnel be required to protect the safety and welfare of this speaker?
Will this speaker be providing his/her own personal protection personnel, e.g. Secret Service, bodyguards, etc.?
Will this speaker’s appearance involve any special security protocols, e.g. canine room sweep, bag check and walk-through magnetometer, identification and/or background checks, etc.?

 

GAUTAM KOPPALA,

POME AUTHOR

Find More “project Management” Articles

Selecting the Project Manager: an executive decision from POME by Gautam Koppala

Selecting the Project Manager: an executive decision

 

Probably the most difficult decision facing upper-level management is the selection of project managers. Some managers work best on long-duration projects where decision making can be slow; others may thrive on short-duration projects that can result in a constant-pressure environment. A director was asked whom he would choose for a key project manager position—an individual who had been a project manager on previous programs in which there were severe problems and cost overruns, or a new aggressive individual who might have the capability to be a good project manager but had never had the opportunity. The director responded that he would go with the seasoned veteran assuming that the previous mistakes would not be made again. The argument here is that the project manager must learn from his own mistakes so they will not be made again. The new individual is apt to make the same mistakes the veteran made. However, this may limit career path opportunities for younger personnel. George Gautam has commented on the importance of experience:

Though the project manager’s previous experience is apt to have been confined to a single functional area of business, he must be able to function on the project as a kind of general manager in miniature. He must not only keep track of what is happening but also play the crucial role of advocate for the project. Even for a seasoned manager, this task is not likely to be easy. Hence, it is important to assign an individual whose administrative abilities and skills in personal relations have been convincingly demonstrated under fire.

The selection process for project managers is not easy. Five basic questions must be considered:

What are the internal and external sources?
How do we select?
How do we provide career development in project management?
How can we develop project management skills?
How do we evaluate project management performance?

Project management cannot succeed unless a good project manager is at the controls. It is far more likely that project managers will succeed if it is obvious to the subordinates that the general manager has appointed them. Usually, a brief memo to the line managers will suffice. The major responsibilities of the project manager include:

To produce the end-item with the available resources and within the constraints of time, cost, and performance/technology
To meet contractual profit objectives
To make all required decisions whether they be for alternatives or termination
To act as the customer (external) and upper-level and functional management (internal) communications focal point
To “negotiate” with all functional disciplines for accomplishment of the necessary work packages within the constraints of time, cost, and performance/technology
To resolve all conflicts

So far we have discussed the personal characteristics of the project manager. There are also job-related questions to consider, such as:

Are feasibility and economic analyses necessary?
Is complex technical expertise required? If so, is it within the individual’s capabilities?
If the individual is lacking expertise, will there be sufficient backup strength in the line organizations?
Is this the company’s or the individual’s first exposure to this type of project and/or client? If so, what are the risks to be considered?
What is the priority for this project, and what are the risks?
With whom must the project manager interface, both inside and outside the organization?

Most good project managers know how to perform feasibility studies and cost-benefit analyses. Sometimes these studies create organizational conflict. A major utility company begins each computer project with a feasibility study in which a cost-benefit analysis is performed. The project managers, all of whom report to a project management division, perform the study themselves without any direct functional support. The functional managers argue that the results are grossly inaccurate because the functional experts are not involved. The project managers, on the other hand, argue that they never have sufficient time or money to perform a complete analysis. Some companies resolve this by having a special group perform these studies.

 

If these responsibilities were applied to the total organization, they might reflect the job description of the general manager. This analogy between project and general managers is one of the reasons why future general managers are asked to perform functions that are implied, rather than spelled out, in the job description. As an example, you are the project manager on a high-technology project. As the project winds down, an executive asks you to write a paper so that he can present it at a technical meeting in Tokyo. His name will appear first on the paper. Should this be a part of your job? As this author sees it, you really don’t have much of a choice.

In order for project managers to fulfill their responsibilities successfully, they are constantly required to demonstrate their skills in interface, resource, and planning and control management. These implicit responsibilities are shown below:

Interface Management Product interfaces Performance of parts or subsections
Physical connection of parts or subsections
Project interfaces
Customer
Management (functional and upper-level)
Change of responsibilities
Information flow
Material interfaces (inventory control)

Resource Management Time (schedule)
Manpower
Money
Facilities
Equipment
Material
Information/technology

Planning and Control Management Increased equipment utilization
Increased performance efficiency
Reduced risks
Identification of alternatives to problems
Identification of alternative resolutions to conflicts

Most companies would prefer to find project managers from within. Unfortunately, this is easier said than done. The following remarks by Robert Fluor illustrate this point:

On-the-job training is probably the most important aspect in the development of a project manager. This includes assignments to progressively more responsible positions in engineering and construction management and project management. It also includes rotational assignments in several engineering department disciplines, in technical, procurement, cost and scheduling, contract administration, and others… . We find there are great advantages to developing our project managers from within the company. There are good reasons for this:

They know the corporate organization, policies, procedures, and the key people. This allows them to give us quality performance quicker.
They have an established performance record which allows us to place them at the maximum level of responsibility and authority.
Clients prefer a proven track record within the project manager’s present organization.

There are also good reasons for recruiting from outside the company. A new project manager hired from the outside would be less likely to have strong informal ties to any one line organization and thus could be impartial. Some companies further require that the individual spend an apprenticeship period of twelve to eighteen months in a line organization to find out how the company functions, to become acquainted with the people, and to understand the company’s policies and procedures.

One of the most important but often least understood characteristics of good project managers is the ability to know their own strengths and weaknesses and those of their employees. Managers must understand that in order for employees to perform efficiently:

They must know what they are supposed to do.
They must have a clear understanding of authority and its limits.
They must know what their relationship with other people is.
They should know what constitutes a job well done in terms of specific results.
They should know where and when they are falling short.
They must be made aware of what can and should be done to correct unsatisfactory results.
They must feel that their superior has an interest in them as individuals.
They must feel that their superior believes in them and wants them to succeed.

 

POME Case Study:

Handling the Selection Interview — Case Problem: ‘‘Apply Here if You Dare”

Overview

After ten years as a field sales rep selling magazine advertising space for a mid-size publishing company, Larry Williams has been promoted to regional sales manager. One of his first responsibilities is to hire six sales reps to develop important new territories for the company.

This morning, Larry has his first job interview. The receptionist sends the candidate over to Larry’s office at the appointed time. As the candidate enters Larry’s office, Larry is on the phone and signals the man to come in and take a seat. With the candidate sitting in his office, Larry swings his chair away, facing the window. For fifteen minutes, he caustically reprimands a sales rep over the phone for not yet closing a new account, threatening the employee with a transfer to a smaller territory.

Hanging up the phone, Larry turns back to the man in his office, putting his feet up on his desk and his hands behind his head. He curtly introduces himself. ‘‘I’m Larry Williams, the regional sales manager, and you’re Howard Corva. Is that right?”

The candidate nervously agrees.

‘‘So, Mr. Corva,” Larry continues, ‘‘what makes you so qualified to believe that you can handle a selling job with this company?”

‘‘As you can see from my resume . . . ,” the candidate responds. But Larry cuts him off gruffly.

‘‘Mr. Corva, I don’t have the time to study your resume and am asking you a direct question. Don’t you know the answer without having to refer to your resume?”

The candidate is becoming very nervous and upset as Larry proceeds.

‘‘Well, sir, let me ask you an easier question,” says Larry. ‘‘You can travel, can’t you?”

The candidate claims he can.

‘‘Are you computer literate?” Larry asks. Howard Corva tries to answer by describing his computer knowledge and systems experience, but Larry cuts him off.

‘‘Sir, understand something: I don’t like talkative people,” Larry says. ‘‘Just answer my question with a yes or no!”

‘‘Yes!” responds the candidate, who is becoming increasingly irritated.

‘‘I do remember seeing something on your application about your being involved in various community and professional associations,” Larry reflects aloud, ‘‘Is that right?” The candidate nods affirmatively.

‘‘Well, Mr. Corva, our sales people don’t have time for such wasteful activities. Since you seem to have such outside interests, I just don’t see how you’ll have any time to do your work. Do you?”

Feeling highly defensive at this point, Howard Corva tries to answer the question. But at that moment, Larry’s phone starts ringing. As Larry picks up the phone, he turns to the candidate and tells him he will have to go back to the reception area while he takes this call.

In response to Larry’s direction, Howard Corva stands up to leave the office.

‘‘Mr. Williams,” Howard says, ‘‘I won’t be waiting around any longer. You can take your bad attitude and give this lousy job to some loser who’s willing to put up with your antics.”

As the candidate leaves his office, Larry picks up the phone, realizing his national sales manager is on the other end.

‘‘Hey, Larry, I forgot to mention something,” says the sales manager. ‘‘You’ll be interviewing a Howard Corva for a rep’s position. I met him recently at a professional meeting. This guy’s a real talent and can bring a lot of business to our company. I hope he joins us.”

Case Analysis

In this case, a highly stressful job interview is conducted by a new manager who antagonizes and humiliates a talented candidate. As a result of Larry’s sarcastic words, condescending attitude and rude behavior, Howard Corva becomes very upset and decides to cut his interview short.

Right from the beginning, everything seems to go wrong, convincing Howard that Larry is clearly the wrong manager to have and the company the wrong place to work. From Larry’s fifteen-minute tirade to his superioristic body language to his harsh criticism and personal attack of Howard, we observe a job interview quickly disintegrating.

 

Solution:

The selection interview is a critical opportunity for identifying qualified job candidates as well as a unique public relations opportunity for projecting an attractive picture of the job and company to prospective employees. To conduct an effective selection interview, consider the following action tools:

Plan the selection interview by identifying key aspects or achievements of applicants about which you would like additional information and insights. Then, in the interviews, encourage applicants to discuss and develop these areas of interest. This can be done by using the following two-step approach:
Begin with a general open-ended question, such as, ‘‘Tell me about your last job” or ‘‘Please discuss your experience in developing that new process.”
Then, follow up with a series of probing questions to elicit greater elaboration by the applicant. Such questions begin with words, such as what, where, when, why, who, and how.
From the start, create a comfortable and cordial atmosphere that seeks to reduce anxiety and defensiveness rather than build unnecessary stress.
Avoid directing or influencing an applicant’s responses by asking ‘‘leading” questions that suggest the desired answers. Instead, keep questions objective. Allow the applicant to respond freely without feeling obligated to follow any suggested lead. For example, don’t ask, ‘‘You do like XYZ computers, don’t you?” Instead, ask, ‘‘What brand of computer do you like?”
Avoid squelching an applicant’s free expression of thoughts by making him or her feel defensive, guilty, or angry because of critical or judgmental statements, such as, ‘‘You are absolutely wrong and should be embarrassed to say such a thing,” or ‘‘I can’t imagine where you got such ridiculous ideas,” or ‘‘You don’t know what you’re talking about!”
Ask ‘‘open-ended” questions that require detailed responses. Avoid ‘‘close-ended” questions that result in yes/no answers and thereby discourage further responses.
Encourage job applicants to do most of the talking during job interviews. Remember, the main objective of the interview is to gather sufficient knowledge of job candidates to allow you to make intelligent hiring decisions.
Always act with courtesy and respect. The selection interview should send a clear message to all candidates that your company is a positive, friendly, and professional place to work.

Gautam Koppala,

POME Author

Related project management video:

A full product overview of Axosoft’s OnTime Project Management system. Covers bug tracking, feature management, product backlogs, scrum, XP, adhoc and how software development teams use OnTime to do project management and ship their software on-time.
Video Rating: 4 / 5

More “project Management” Articles

Project Management: The Discipline from POME by Gautam KOppala

Project Management: The Discipline

The word discipline has more than one definition, according to dictionary. The two definitions are: 1) the “rules used to maintain control,” and 2) “a branch of learning supported by mental, moral, or physical training.” Project management, therefore, is a discipline (definition 2) which requires discipline (definition 1). In other words, project management is a unique branch of learning that deals with the planning, monitoring, and controlling of one-time endeavors.

Some Characteristics of Project Management

Project management is a unique career and profession. Its origins can be traced back to efforts such as U.S. Department of Defense major weapons systems development, NASA space missions, and major construction and maintenance efforts, as well as comparable efforts in Europe. The magnitude and complexity of these efforts were the driving force in the search for tools that could aid management in the planning, decision making, and control of the multitude of activities involved in the project and especially those going on simultaneously.
Project management is not just scheduling software. There is a misconception that project management is no more than scheduling using PERT (Program Evaluation and Review Technique) or CPM (Critical Path Method) to be found on a piece of software. A more realistic view is that scheduling software is a small part of project management. Software has permitted time scheduling, resource allocation, and cost management to be done much more efficiently and therefore in less time, in more detail, or both. Thus, a project can be planned and executed more precisely, leaving more time to perform the other aspects of project management.
Project management is different than operations and technical management. Operations management can be characterized as managing the steady state. As soon as the operation is established, the concern is more with maintaining the operation in a production mode for as long as possible. Technical management tends to focus on the theory, technology, and practice in a technical field concerning itself with questions of policy on strength of materials, safety factors in design, and checking procedures. However, executives tend to be concerned about setting up a new operation (via a project) in order to implement organizational strategy. Project management, then, is the interface between general management, operations management, and technical management, which integrates all aspects of the project and causes the project to happen.
Project management Focuses on Integration. If there is a single word that characterizes project management, it is integration—to integrate this discipline with other driving factors within every organization. Below is a sampling of those driving factors which influence project management and equally as important, which project management the discipline influences.
Strategic Planning: The Directive. Decisions from the strategic planning process become the directive from which projects are initiated. Project practitioners need to see the connection between the Strategic Plan and the project. Strategic Planning converted into an ongoing Strategic Management Process continues to review strategic objectives and filter down any changes so that the project manager can redirect his/her efforts appropriately.
Project Resource Allocation: The Critical Success Factor. The project manager must ensure that the allocation of specific resources is adequate but not overcommitted and that the right resources are assigned to the right tasks. This is not a simple procedure because of the number of activities that can be in process simultaneously. Fortunately, project management software provides assistance by identifying overloading or underloading of any one resource or pool of resources. Having identified any problems, human judgment is still required to evaluate and make the final decisions. This essential process both determines the cost of the project (budget) and provides oversight.
Change Management: The Differentiator. Typically change of scope and change of baseline plans come to mind when we say Change Management in the context of project management. However, every project creates significant changes in the culture of the business. Additional focus needs to be paid to planning and managing cultural change generated by projects.
Quality: Win/Win or Lose/Lose. A Quality initiative begins at the same time as the project management discipline. Quality management in the form of Six Sigma and other approaches combines project management techniques with the quality improvement techniques in order to ensure verifiable success.
Mentorship: Transfer from One Generation to the Next. Every person who leaves a company/agency or a division/department takes with him/her the “history,” the “networking,” and the “knowledge” of past projects. Cultures survive by passing knowledge from the elders to the young. To keep the information needed to perpetuate the project management culture in house, proactive mentorship programs are established to orchestrate the passing of “culture” onto new project practitioners.
Metrics and Close-out: Inspect What You Expect. Originally, metrics were the data collected after a project was completed to be used to plan for the next project(s). As project management has evolved, we’ve learned that we can’t wait until the end of a project to set thresholds and collect the data. Management wants measurement metrics throughout in the project that can be managed using Executive Scorecards or Dashboards. Control procedures need to in place before the project proceeds so that the records can be complete from the beginning. If not, valuable effort can be consumed in retracing the records after the fact, and control can be lost before the project really gets started. Furthermore, legal tests of prudence, common in the utility industry, are better dealt with when accurate and complete records of the project are available.
Productivity: Doing More with Less. The drive to do more with less money and fewer resources, to do it faster, and to produce the highest quality deliverable will never go away. In order to accomplish this mandate, the biggest bang for the buck comes from increasing productivity. Project practitioners use new and creative techniques (automated and non-automated) to facilitate greater productivity.
Maturity Tracking: Managing the Evolution of the PM Discipline. With increased visibility, project management is being asked to account for what it has contributed lately and more importantly for what it plans to contribute tomorrow. In order to answer these questions, a reasonable maturity growth plan specifically designed for the project management discipline is constructed, which evaluates today’s environment to ensure planned rather than chaotic growth.
Teams: Even More Distant. Remote or distant teams face the challenge of geography and diversity. Project management needs to address variables such as multi-functional, multi-cultural, multi-generational, multi-gender, and multi-personality project environment
Risk: The Defeating Factor. Risks are the holes in the dike. Too much vulnerability in the dike can make it crumble. If risks are isolated and the potential holes they present are plugged up, the dike will remain sound and solid. The sub-discipline of Risk Management is a major area of focus; one emerging approach is to use the techniques for controlling negative risks (threats) to capture positive risks (opportunities).
Competencies: Today and Tomorrow. Initially, project practitioners focus on their subject matter expertise, such as financial analysis, telecommunications design, or marketing creativity. Those who became involved in projects transition to competencies, such as scheduling, status reporting, and risk management. The next movement is to add general business awareness skills/competencies; such as financial knowledge, facilitation, leadership, problem solving/decision making, and creating/innovation. Each of you must ask what’s next in your world.

Behind these integrations exists a superstructure in the form of processes, procedures, and/or methodologies.

 

Gautam Koppala,

POME Author

 

More “project Management” Articles

The project manager?line manager interface from POME by Gautam Koppala

The project manager–line manager interface

We have stated that the project manager must control company resources within time, cost, and performance. Most companies have six resources:

Money
Manpower
Equipment
Facilities
Materials
Information/technology

Actually, the project manager does not control any of these resources directly, except perhaps money (i.e., the project budget). Resources are controlled by the line managers, functional managers, or, as they are often called, resources managers. Project managers must, therefore, negotiate with line managers for all project resources. When we say that project managers control project resources, we really mean that they control those resources (which are temporarily loaned to them) through line managers.

It should become obvious at this point that successful project management is strongly dependent on:

A good daily working relationship between the project manager and those line managers who directly assign resources to projects
The ability of functional employees to report vertically to line managers at the same time that they report horizontally to one or more project managers

These two items become critical. In the first item, functional employees who are assigned to a project manager still take technical direction from their line managers. Second, employees who report to multiple managers will always favor the manager who controls their purse strings. Thus, most project managers appear always to be at the mercy of the line managers.

Classical management has often been defined as a process in which the manager does not necessarily perform things for himself, but accomplishes objectives through others in a group situation. This basic definition also applies to the project manager. In addition, a project manager must help himself. There is nobody else to help him.

If we take a close look at project management, we will see that the project manager actually works for the line managers, not vice versa. Many executives do not realize this. They have a tendency to put a halo around the head of the project manager and give him a bonus at project termination, when, in fact, the credit should go to the line managers, who are continually pressured to make better use of their resources. The project manager is simply the agent through whom this is accomplished. So why do some companies glorify the project management position?

To illustrate the role of the project manager, consider the time, cost, and performance constraints. Many functional managers, if left alone, would recognize only the performance constraint: “Just give me another ,000 and two more months, and I’ll give you the ideal technology.”

The project manager, as part of these communicating, coordinating, and integrating responsibilities, reminds the line managers that there are also time and cost constraints on the project. This is the starting point for better resource control.

Project managers depend on line managers. When the project manager gets in trouble, the only place he can go is to the line manager because additional resources are almost always required to alleviate the problems. When a line manager gets in trouble, he usually goes first to the project manager and requests either additional funding or some type of authorization for scope changes.

To illustrate this working relationship between the project and line managers, consider the following situation:

Project Manager (addressing the line manager): “I have a serious problem. I’m looking at a 0,000 cost overrun on my project and I need your help. I’d like you to do the same amount of work that you are currently scheduled for but in 3,000 fewer man-hours. Since your organization is burdened at /hour, this would more than compensate for the cost overrun.”

Line Manager: “Even if I could, why should I? You know that good line managers can always make work expand to meet budget. I’ll look over my manpower curves and let you know tomorrow.”

The following day …

Line Manager: “I’ve looked over my manpower curves and I have enough work to keep my people employed. I’ll give you back the 3,000 hours you need, but remember, you owe me one!”

Several months later …

Line Manager: “I’ve just seen the planning for your new project that’s supposed to start two months from now. You’ll need two people from my department. There are two employees that I’d like to use on your project. Unfortunately, these two people are available now. If I don’t pick these people up on your charge number right now, some other project might pick them up in the interim period, and they won’t be available when your project starts.”

Project Manager: “What you’re saying is that you want me to let you sandbag against one of my charge numbers, knowing that I really don’t need them.”

Line Manager: “That’s right. I’ll try to find other jobs (and charge numbers) for them to work on temporarily so that your project won’t be completely burdened. Remember, you owe me one.”

Project Manager: “O.K. I know that I owe you one, so I’ll do this for you. Does this make us even?”

Line Manager: “Not at all! But you’re going in the right direction.”

When the project management–line management relationship begins to deteriorate, the project almost always suffers. Executives must promote a good working relationship between line and project management. One of the most common ways of destroying this relationship is by asking, “Who contributes to profits—the line or project manager?” Project managers feel that they control all project profits because they control the budget. The line managers, on the other hand, argue that they must staff with appropriately budgeted-for personnel, supply the resources at the desired time, and supervise performance. Actually, both the vertical and horizontal lines contribute to profits. These types of conflicts can destroy the entire project management system.

The previous examples should indicate that project management is more behavioral than quantitative. Effective project management requires an understanding of:

Quantitative tools and techniques
Organizational structures
Organizational behavior

Most people understand the quantitative tools for planning, scheduling, and controlling work. It is imperative that project managers understand totally the operations of each line organization. In addition, project managers must understand their own job description, especially where their authority begins and ends. During an in-house seminar on engineering project management, the author asked one of the project engineers to provide a description of his job as a project engineer. During the discussion that followed, several project managers and line managers said that there was a great deal of overlap between their job descriptions and that of the project engineer.

Organizational behavior is important because the functional employees at the interface position find themselves reporting to more than one boss—a line manager and one project manager for each project they are assigned to. Executives must provide proper training so functional employees can report effectively to multiple managers.

POME Case Study

Considering the Nontechnical Social Factors in Hiring — Case Problem: ‘‘The Shining Star”

Overview

Upset about the unexpected meeting that had just occurred in his office, Tom, director of new product development, walked over to the office of Eric, a senior research engineer in the department.

‘‘You won’t believe what just happened,” he said. ‘‘Sam, the newest member of our department, just up and quit.”

‘‘Well,” replied Eric, ‘‘I’ve got to be honest. Bets were out he wouldn’t have lasted this long.”

‘‘What are you talking about?” asked Tom.

‘‘Admit it, Tom,” said Eric, ‘‘the guy was discontented from the very beginning. I didn’t get the impression he was ready to work with characters like Ernie and Max. And besides, you knew he was single, and this is a very settled area with almost no social activities for single people.”

‘‘Look, Eric, we need good people here,” Tom said defensively. ‘‘Sam was very competent and eager to come on board.”

‘‘I don’t like to say I told you so,” said Eric, ‘‘but remember we’d agreed to get department input on hiring to ‘feel out’ the different candidates because we’ve had the same type of problems in the past.”

‘‘Maybe I should have gotten some input,” admitted Tom. ‘‘I was just so enthusiastic about Sam’s technical background that I didn’t want to wait.”

‘‘By the way, what were his reasons for leaving?” asked Eric.

‘‘Well,” replied Tom, ‘‘he said that while he liked the work and the people he worked with, he felt frustrated because his family and friends lived so far away. And as a single person in this town, he had no opportunity to meet other singles.”

‘‘Did he say anything about the rural location of our plant?” asked Eric. ‘‘You know, Tom, the fellow lived in Philadelphia all his life, and I had wondered if that transition would be hard to make.”

‘‘Yes,” replied Tom, ‘‘he did mention that hardship but felt that a good social situation might have compensated for it. There was just nothing I could say, Eric. He had his mind made up. I guess I was just too shortsighted and too quick in making up my mind.”

 

Case Analysis

Sam’s grievances should not have surfaced in the form of a resignation. This situation might have been prevented in the hiring process. As the senior research engineer pointed out to his boss, participation by other staff members in the selection process might have revealed the new employee’s concerns about his social life. In addition, the director of new product development should have openly shared as much information as possible about the company, its community and lifestyle.

In a hiring situation, it is tempting to focus attention on—and overly emphasize—technical credentials, while paying too little attention to the candidate’s personal and social concerns.

Solution:

Consider the following action tools in the hiring process:

As a buyer of talent for the department, the manager must screen each candidate on a number of important factors. In addition to exhibiting the necessary technical capabilities, a job candidate must possess interests and preferences in line with the company’s geographic location, community lifestyle, and other social-related matters.
During the interviewing process, the manager should control any impulse to make quick judgments on ‘‘shining star” candidates—seemingly outstanding applicants—and be certain to fully discuss and assess all aspects of each individual.
The manager can gain valuable information by assembling a staff selection team to assist in the selection effort. Such a team can provide invaluable information and contribute many different helpful insights to create a total profile of the candidate.

Gautam Koppala,

POME Author

More “project Management” Articles

Selecting the wrong project manager for Projects from POME by Gautam Koppala

Selecting the wrong project manager

Even though executives know the personal characteristics and traits that project managers should possess, and even though job descriptions are often clearly defined, management may still select the wrong person because they base their decision on the following criteria.

Maturity

Some executives consider gray hair to be a sure indication of maturity, but this is not the type of maturity needed for project management. Maturity in project management generally comes from exposure to several types of projects in a variety of project office positions. In aerospace and defense, it is possible for a project manager to manage the same type of project for ten years or more. When placed on a new project, the individual may try to force personnel and project requirements to adhere to the same policies and procedures that existed on the ten-year project. The project manager may know only one way of managing projects.

Hard-Nosed Tactics

Applying hard-nosed tactics to subordinates can be very demoralizing. Project managers must give people sufficient freedom to get the job done, without providing continuous supervision and direction. A line employee who is given “freedom” by his line manager but suddenly finds himself closely supervised by the project manager will be very unhappy.

Line managers, because of their ability to control an employee’s salary, need only one leadership style and can force the employees to adapt. The project manager, on the other hand, cannot control salaries and must have a wide variety of leadership styles. The project manager must adapt a leadership style to the project employees, whereas the reverse is true in the line organization.

Availability

Executives should not assign individuals as project managers simply because of availability. People have a tendency to cringe when you suggest that project managers be switched halfway through a project. For example, manager X is halfway through his project. Manager Y is waiting for an assignment. A new project comes up, and the executive switches managers X and Y. There are several reasons for this. The most important phase of a project is planning, and, if it is accomplished correctly, the project could conceivably run itself. Therefore, manager Y should be able to handle manager X’s project.

There are several other reasons why this switch may be necessary. The new project may have a higher priority and require a more experienced manager. Second, not all project managers are equal, especially when it comes to planning. When an executive finds a project manager who demonstrates extraordinary talents at planning, there is a natural tendency for the executive to want this project manager to plan all projects.

Technical Expertise

Executives quite often promote technical line managers without realizing the consequences. Technical specialists may not be able to divorce themselves from the technical side of the house and become project managers rather than project doers. There are also strong reasons to promote technical specialists to project managers. These people often:

Have better relationships with fellow researchers
Can prevent duplication of effort
Can foster teamwork
Have progressed up through the technical ranks
Are knowledgeable in many technical fields
Understand the meaning of profitability and general management philosophy
Are interested in training and teaching
Understand how to work with perfectionists

As described by Taylor and Watling:

It is often the case, therefore, that the Project Manager is more noted for his management technique expertise, his ability to “get on with people” than for his sheer technical prowess. However, it can be dangerous to minimize this latter talent when choosing Project Managers dependent upon project type and size. The Project Manager should preferably be an expert either in the field of the project task or a subject allied to it.

Promoting an employee to project management because of his technical expertise may be acceptable if, and only if, the project requires this expertise and technical direction, as in R&D efforts. For projects in which a “generalist” is acceptable as a project manager, there may be a great danger in assigning highly technical personnel. According to Wilemon and Cicero:

The greater the project manager’s technical expertise, the higher the propensity that he will overly involve himself in the technical details of the project.
The greater the project manager’s difficulty in delegating technical task responsibilities, the more likely it is that he will overinvolve himself in the technical details of the project. (Depending upon his expertise to do so.)
The greater the project manager’s interest in the technical details of the project, the more likely it is that he will defend the project manager’s role as one of a technical specialist.
The lower the project manager’s technical expertise, the more likely it is that he will overstress the non technical project functions (administrative functions).

Customer Orientation

Executives quite often place individuals as project managers simply to satisfy a customer request. Being able to communicate with the customer does not guarantee project success, however. If the choice of project manager is simply a concession to the customer, then the executive must insist on providing a strong supporting team.

New Exposure

Executives run the risk of project failure if an individual is appointed project manager simply to gain exposure to project management. An executive of a utility company wanted to rotate his line personnel into project management for twelve to eighteen months and then return them to the line organization where they would be more well-rounded individuals and better understand the working relationship between project management and line management. There are two major problems with this. First, the individual may become technically obsolete after eighteen months in project management. Second, and more important, individuals who get a taste of project management will generally not want to return to the line organization.

Company Exposure

The mere fact that individuals have worked in a variety of divisions does not guarantee that they will make good project managers. Their working in a variety of divisions may indicate that they couldn’t hold any one job. In that case, they have reached their true level of incompetency, and putting them into project management will only maximize the damage they can do to the company. Some executives contend that the best way to train a project manager is by rotation through the various functional disciplines for two weeks to a month in each organization. Other executives maintain that this is useless because the individual cannot learn anything in so short a period of time.

Finally, there are three special points to consider:

Individuals should not be promoted to project management simply because they are at the top of their pay grade.
Project managers should be promoted and paid based on performance, not on the number of people supervised.
It is not necessary for the project manager to be the highest ranking or salaried individual on the project team with the rationale that sufficient “clout” is needed.

POME Case- Study

Setting High Departmental Standards as a New Manager — Case Problem: ‘‘The Bitter Beginning”

Overview

While having lunch in the company cafeteria, Jack, the general credit manager and a twelve-year veteran, couldn’t wait to tell his friend, Marv, a sales representative, about the new controller’s first divisional management meeting.

‘‘You wouldn’t believe what the new guy said,” Jack said angrily. ‘‘Let me see if I can recall some of his ‘pearls of wisdom.’

‘‘The new boss said, ‘Okay, you guys, now that I’m in charge, let’s get one thing clear. I’ve checked you out, and just by looking at you, I can tell my sources weren’t too far off. So you won’t be pulling the wool over my eyes like you did with my predecessor—who, by the way, is a good friend of mine. I want to tell you about yourselves.

‘‘ ‘Your past record is a disgrace, demonstrating indifference to the company’s needs, as well as a lack of interest in our division. In fact, it seems to me that all you’ve been demonstrating around here has been laziness, avoidance of work and, in some cases, just plain stupidity.’ ”

‘‘Jack, you’ve got to be kidding,” Marv interrupted. ‘‘You’re putting me on!”

‘‘No, I’m not, Marv,” Jack replied. ‘‘But wait, it gets better. The new controller also said, ‘I’ve been brought in to whip this group into shape. This is how I’m going to do it.

‘‘ ‘First, although I don’t expect good performance from any of you, I’d better get it, or else. Second, if you don’t perform satisfactorily, you’re going to be in for some big trouble. And, third, if, by some stroke of luck, you manage to succeed in improving this division’s performance, don’t look to me for any ‘‘thank you’s”—you’ll only be doing what you’re getting paid for.’ ”

‘‘Well, Jack,” said Marv, ‘‘it seems as though hard times are ahead for you and the rest of your division. Tolerate this guy as long as you have to; but if I were you, I’d start looking around for a new opportunity. I just don’t see how you can come out winning.”

Case Analysis

It is difficult to imagine any employee winning with a manager like the new controller. Even if Jack and his colleagues try to improve the division’s performance, they probably won’t make much headway with their new boss, since he already is convinced that they are losers and has no confidence in their ability to turn the division around.

In addition, he has refused to offer his management staff any incentive for working harder, informing them that they will receive no recognition for improved performance.

Solution:

The initial expectations and attitudes communicated by a new manager to a department can be extremely important in setting the direction for the staff. To help start off your new relationship with employees in a positive and productive manner, consider the following action tools:

During your initial staff meeting, create a positive mood and share your vision for teamwork and top results.
Explain your goals for the department and share preliminary guidelines for successful operations.
Explain your high standards and expectations of top performance and dedication to quality.
Inform your staff that top efforts and significant contributions to the department will be recognized.
Let your staff know that you are there to support and encourage them.

Gautam Koppala,

POME Author

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