Posts Tagged ‘Selecting’

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

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

More “project Management” Articles

Selecting the Best Project Management Software

The best project manager is supported by a project management software tool that caters to unique project requirements. When selecting a software to run a project or business, many buyers overlook key factors that ensure a successful project management software implementation. The purpose of this article is to provide business owners and project  managers with insights on how to select the best project management software.

Ranking Business and Project Management Priorities

When evaluating a project management software or a business software, it helps to have a thorough understanding of the day to day project management activities and needs. This helps identify whether or not and how the software is capable of solving  business and project management problems. Since every project and business has unique qualities, by studying current project management practices and theoretically applying them to the project management software in question one can almost identify one-for-one how each problem or project management need can be resolved using the software. Listing project management software features in order of priority is time well invested into the project management software selection process. By ranking business and software needs, a manager creates a clear picture on how to create a best-fit between project management activity and software.

Assessing Future Project Management Requirements

Although it may be difficult for a manager to predict exactly how project management software requirements may evolve over time, it is possible to understand the degree of flexibility that the software accommodates. Flexible project management software allows a company to grow and change over time. The more flexible the software, the more options project managers will have to accommodate project-specific situations that were not accounted for or expected during the project management software selection process. Project management software that is simple to use, may or may not have the ability to match evolving needs of a company as volume increases or decreases. The ability to change and adjust to as many situations as possible is of tremendous value to a company, and therefore a project manager.  All too often project management and business data is segregated across multiple different software applications that do not synch up with each other and often create additional, undue burden on the company. Yet, the company still needs a means of tracking abnormal situations. An effective project management software solution accommodates change and can be tailored to meet changing business demands without degrading former or existing projects management needs already set forth by existing projects.

Project Management  Software and Accounting Software Integration

It is a reality that there is no one single software that services every business need a company has. Therefore, the ability for one software to share data, import/export or otherwise synchronize business data with another software becomes an essential component to the software selection process. Software product vendors  may put forth “a one size fits all” attitude however the best way to ensure that a project management software can share data or synchronize with an accounting software is to understand the technical requirements of both software systems. This way, the software systems in place and the software being selected may be assessed as a set of integrated software systems that work together rather than single handedly, as how most businesses select software. In fact, software integration as a primary driver to the software selection process will dramatically reduce implementation costs, due to a reduction of data setup and a consistency of terms and language used across different business software systems.

Project Management Software Vendor/Customer Relationship

The project management software vendor and the customer should establish a mutually supportive relationship. When selecting a project management software to run and manage business data and for project management, the project manager should factor into consideration how responsive and competent the project management software vendor is in both the project management software itself and also the business industry that the project management software is intended to serve. The project manager should also observe how willing to help the project management software vendor is, and how promptly and accurately the project management software vendor follows up and follows through. These are all indications of how the project management software vendor will perform when supporting the customer.

Many project management software vendors offer support for project software-specific questions, however such questions often call for business-related questions on how to handle best project management practices, for example, using the project management software. Since a project software is to support projects for the business, there should be no separation between answering technical questions about how to use the project management software and questions on how to solve project-related questions within that project management software.

The vendor should become an active participant in supporting a project manager or company with it’s own project management processes, thereby having those project processes clearly defined and managed within the project management software. Once a business is invested into a project management software, the switch can be costly depending on whether or not the company wishes to migrate project management data from one software to another. Therefore, it is in the best interest of a project manager to, when selecting a project management software, to analyze how much effort it would take to switch to a new software, if the company reaches the limits of the current project management software.

Although it may be difficult to assess the cost of moving project management software data to a new project management software without knowing ahead of time what the new project software is, part of the project software selection process should identify how such a switch in systems will be addressed, should such steps be taken in the future.

It is in the best interest of both the customer and A1 Enterprise to provide a project management software that works for our customer and our customer’s specific industry. If, in the event, A1 Enterprise feels that the customer needs are better matched with any specific project software, A1 Enterprise makes suitable recommendations and provides assistance in the project management software selection process when needed by the customer. A1 Enterprise has a substantially diverse background in software development and customized software for small businesses and large companies.