SUMMARY ‘OvEnviEw oF pRomEcr MANAGEMENT The Pre Deaton ns zs = 1 Role ge 13: Gomi utr aac LA itn of hj Managemen 1S Aga ima 1h Grae cen 1h certs, a a Coote erosecr manacens Sr iat Sa = 2X. Gmiitom of Pec Mages 25, Oe Paseo 2F, Gam Sut ABC Cpr - 3h Qcwmee 32 Une antSbaf Oman 3A, Advomge so Dosivanaos of ial Beane no 235 bce lines i Oxo = 35, Clndne ra Man sac = SE Sey a 539, Smale“ Sa Ba rec igh Th rpms” nauxeares cine aera - 7 . comma ee eee 2 eee 1k Siruthgetomnd me === i =< —————— 110-Reuninnes interior = a eel 5 eae ee = SERRE nomen sere Seema iia ——— 126, Cerinele pice peetru muaagerul de proicet— fStgeeas Lee eo ‘StRuicruks pe rowers 32 Omminin prema nnn - 33, Opens cea - 44 Avaniele tern rr Sale edie — 115 Noemi pean erento mele 116 St sce pe mages eo 12 Ci cin a 35 AR pe Si a eaA Paster spac qvan sone; weg pt . FBS mpane ye Yeas ory a eee ———— 8] Ae a es ee — # eee =f | fees a # Sar : #] Soho — a ‘a i 2 behets — | 2 eee eect ees — — B) (2 SS a —= # i Seas —— = 411, Case Stdy: Panning for ® Reciational Park Recreation Park Project 140 ‘411 Stadia de cax: Paniiaren pentru um pare de stag aa Ribs cane SAEs ier sa 3 SS —— oy saiagtasatseaeccar 7 & ior 7 == 85, Nuon on 8 Tee - 22 SERS AR at rs ‘TMHE MANAGEMENT 15. How Not Gat Sing Boos HRa es Tn nee 14 Te mp i Solis. 74 Coe Stuy: Renna oat Dri atOLANG conniacts, 1 Nhe ot vines iA fii 2 Mameenea y Obes: — eae! * 1 Comba PERT = 7 i Renee = 9, Pea io i a opto FOR anor STSCI elec eect a map ci 3 ba men S Shevicea: : ‘64, Contes sie Tm Bling) — = Sf Sena pe at - Sh SES A aa apa a - opti 2 SiRAGerxre, MU 1h (elm don ee oo - 1 Hejl pea mal Sos = SSPLANAEA consuicreLonts Pojet nage. a paca apoh Say EE Siete Gia - &) Bening wih Won Reed Sa SE Coed Be tain nde Deno Chia Aas ret IMORECT cowrROL, MEGA AXD MICRO FROSECTS, 22 Remeron 26 ronooe sec cos = =< 5 Nhe Mes Pres 38 RD at Namen Sto ESS Sty Kein een Tope caper [CONCURRENT ENGINEERING AND PROJKCT MANAGEMEN 101, Neste Shc Beso Ti 102, Consent inpeetag = 103, jc amgemen i it Cy 10%, Roe beCompute nen 1d, Rale of be Pret Maga 2 10% Tet Mago VPIS OF erocans axp rRovEcrs. 11 We the propa = 1, it a a 1133. et pe abs i iis fr alla Reo i i 113. Tae ers rie = 113 tener re ange Fa de oper oo 8d Sums 13, Coe omar Moda ie slr bier = {SES ct pong pla epee i Capita» ‘CONTHOLUL PROIECTELOR, MEGA SH MICRO FROIECTE St Piast eon. 52) Caine pn on so Co! ein — 24. Cou pete dpi ceva — 32, Retest cn 3%, Micardis anit INGINPRIA CONVERGENT 1 MANAGEMENTUL DK PROIRET IN ‘iat Gate oe 1 potp plo ——— Ciel ene eae pier® Projet many. it pcs, Say Augen pd. Sumer w say nd hel es — a 4k: Slee pe aw TS. he ps cpa ———— a Tar Monet ep = mt 1192 The fen e) cd 13d Roca ———— N93 pee poe a 1133 Reese = ab 9a Rol a pile pots — Sat vaso hoa: sip Ms SEP Tale meron oe rmanctas ansesuenss ov maasecra_ 216 SXeFoal. noe ty evans nsanctans 4 moHEETBLOR.. 17 {21 The aus of neo mene een aie Fe ea ment = uy 12 Reng coon ope sd jo = th 122 Aeterna aH entcae tase ee {2a cal inary sia 3 A Teck of Goin nn —— —— * HEE Noemi a a SAK inbicaTORS FoR PROMECT ASsesssuENT as INDICATOM mancant PENTRU VALUES ROUECTELOR = 33 ee ee 12 Gari er ig incnamie BIRD, DERBY de 3a Reieettonene ne ae — Bt yy SERN tl es meee 1 1345, Psiloc 7 a 134 ide ts te i 184 Rel i ey er i sig whe Shion wrodiogio BARD BERD WONOBI os = ays me SOFTWARE PENTRU MANAGEMENTUL DE FROIECT. PROGRAMA, SOFMattc row reasect MANAGEMENT THE SMCROSOFY ROMECT? Mtckosorr raomtcr eB Sor 7 memes 2 1 ee popes soca Popes 3B 101 Si deci ol je 2 Ea 1X Uist a alts pope ne gj o 12 Roc oe Mel lh i MAE epi meg ne pet — 3 NT Pepe en ing fe poe a 103d Riot copniowe eel pt 1423 Se pet cg = 1235. Cam gorse an po i pl k= 1433 Bw to wage a a Wa Sv Ws i a roe “7 14.4 lor nase i — oe 1 Sei est cin a 1035 tow els a St i ees = ite 1c Sit ed Sle all au 1224 Relies ie gee & ap ae 13 Ait Reefer a8 12% Amy Hone toe a ua, Canc ne ta po he cod Plt ers 143, Cac ate onl jal a pocsckr a M4 in: Rot sig po es vu See ap sa ail 5. Cee fr as = > ie tas, Sth dca ops perm we Goma es a Soar Siegen So iePREFACE Project Management san important technique forall organizations leis o method and set of activities Based on te accepted principles ‘unagement when ‘Used for planning. estimsting and conlling work ‘ctivities foreach a specific objective in gven amount of ume, cost and performance. A project an endeavor that has 4 defile objective, consumes resources and operates unde ime, cst and quality consis Projocs a normally unigus, one of s kind setvites and are not reestive normaly handled by most of enterprise's manages. A projects handled bya Projct Manager who must be piven authority and resources {0 sccomplish i ‘Most enterprises, both public and private, attempt to establish stable, teady state conditions that alow thom o be efficient hrovgh the use of ‘management hierarchy, rls regulations apd procedures but thes etres nly perform for unchanging stations What happens when anew product 's be developed, when a new government regulation is imposed, when new tehnologes or cguipment ae to be added? The steady state rules, ‘regulations and procedures donot apply. The existing management hierarchy 'sncapable of seting everything le aide and devoting al of ts stention to implementing the change. What is to be done? Establish a commer to implement the change? Maybe. This oeks when is necessary fo impose omething distasteful on the workforce, But itis cumbersome and tine ‘consuming. What tine is af the essence, the resources for implementing the change are limited, andthe exact ested result ls not completely ‘lear? An answer often the best answer, Project Management Is Projet Management appropriate inal sizes of oganizatons? Our answer ig "Yes!" We have seen Project Management work stall ‘companies and inthe gant suchas Boeing Airrat Corporation, NASA, nd the US. Department of Defense In the small companies or agencies itis not as complex as inthe larger organizations, but it can be very neti ia Is "cut down form For example, a ow ranking ce, hile serving in the US. Ama, was given the job of creating 8 new Smmanidon storage aren for afield arly battalion. The battalion had The ppc mages don't depend the base sues on he se of he PREFATA Management de proect este o fenicd indiapensbilt pers toate “rgnizaile Exeo mind san set de acti bazte pe pnp accepts ‘de manaperent in cazul in eae sunt utlzate la ace de planar, soma, conto! pena ars obeetive specifi ine peed de tn ‘trina lacoste i performana doris Price reais o realize ae ae un obec deft consi erase $i geal sub comsriogeres ‘Semontelr snp, costal Prictle sn! in mnd normal ume, nae Sclvit nefind repetitive, sve aa in majorite cazuror sub eonducrea ‘anagerior de nteprindet Un proiet este condus de un manages de proiet ‘hui se dl autora resus pony valza Mute ianepeinde ait pblice, ct private sung stabilewcS condi dosti yeh care le pat Re eit in wlizaen fr ‘managerial egullorreglsmentlor oer, ar acest arcs [erent doarn sui nchimbstosre. Dare refapl cind un nou pros tbs ie reali, end o nova lege exe imps, cn un echipameat sao tchnologie nou ese adiugata? Regul procedure muse ales Leachia Imanagenenull existent est incapable sublease aicova ese devettt Schimbar Ce este de fcut? St stabilim un comitet x8 tmplementeze Scimbatea? Poste. Acoust activiate xt neces = fe nepiatsponts ‘gaat este dif consematoae do timp. Css ntrpls a cazul cate ‘Fesureleschimbiri sunt imate rufa na estecompletelay? Un spurs “ola bun repuns ete Managerial de Pret. Fate managementul de prieet adscva uturortpurilor de organiza? ‘spun! nos ete a ~ Management de ot exe uit a State Unitede cate Corpora, Age Guverouenae gt Miniserecum wf Boe, Aira, NASA, Minstral Apiri et fn soci comercial mel agent faves la fede complexcapenrprinle dar estela ude ficient inure Informe adcevate Usilzarea tn domenil aps a dmoastateicaciaes efiienja Management de price. Spee enemplu, inary unui tan focoteaat i sa erdont si eallsze cy soldat sn deposit no de mi pest batlona de care aprines.Bstlionol are 3 bate eabunii) do ‘nu tata te dotecomioane pentru anspott muniicare buses alle nigra in pre autoal atalonul Tina offer de comandament Visage de prota depinde In fh ot rk de ines22 Pe mune pepe Pc mK tal isan Sh Bsn Sve bateris (subunit) al of which had ammuniion tracks that needed to be safe and secure within the confines of the battalion's motor pak ‘The organizations top managers decide that an especialy secure ea for ‘he ammunion was needed. The young officer inthe Headquarters Baer, hat Find oat howto do thi within a shor tins. He bad a knowledgeable Sergeant FirstClass from a different battery, six soldiers fom each of the five hateries, nd permission to are ay materits alae the bain, ‘The Lieutenant and Sergeant ist surveyed the site forthe ammunition storage area, picking positions fr fence post and the gate, then brought ‘on the work force te fst the fence poss, un the barbed wire Between the posts, and to build the gate apd install i The project was completed infivedays. At the next commanders call the talon commander chided Is ive batery commanders, “ve been tying to get you capa 1 pet ‘his ammunion storage area built for months. Now I gave the jb to Tiesenant snd he id tn ive days” ‘Why wa this posible? The captains (atery commanders) ad complex ongoing jobs that occupied ie me. No oae of them wanted Step forward and say, "Il ake care of bulding this ammunition storage area”. So when it was given to the Hieatenant, Re devoted his fll ime to ‘accomplishing the project and accomplished it quickly. This is just ao ‘xample of what ean be done when single manager responsibility i ven {or capable person where five even tore capable persons could do the Same task beceuse they wouldnt devote the necessary Gime to plan, ‘organize, and implement a project. This i a clasical example of how project management ean be used in rel life suaton. epee ee Fe ams Meal Cran Ss Baa B lbsteilor de ten a eit = rezolve problems cri itu erent tmascur. Elaveainsuberdine un sergeat rina clas farts competent dint it bare ;ase soldat din oecinct ater pipemisunea dea liza oe nae disponibile ale batalonuu ‘Locotenentl gi sergenal inspect, mai fi, loc de deportare ‘munis pe care uma s se afl amplasamentl deport trasindspaile outa feresue 3 pot. Proocul a fst init i ein ze, La wrmdtoral ‘aportcomndanalbatalionuef-a spus cer cine edpitanicomandani debater: Am trast saci clue dumneavoated domo epitant st realizam un depozit ing mi sa spus 8 darear tev luni, Acum am dat farcina un locolanent si acest executt ordinal In cnc ile ‘Deco fost scat si posbl?, Cpt Comandante teri) estgurau sev complexe care le oewpauto tpl Nie ual ints ens ore in un angajament in plus ie .MS voi ccupa de aes deport de muni. Aga els momentlcind | odonstlcotenenti fac scest aca - dda! tpl pers indepliies poet apa react rapid. Acestacste dar un expla cee eisai dio saint ‘uu sing manager eapabil cu respnsabiiaea alin foe de 0 data ‘mui care na a putea a8 aloe timp pentraplanificare, orgaaizare gi implementareaproiectll. Acest este un excmpa casi eum mangement de proiet pote liza in vias ral EEEPESS = es |e | ner S| cat || Secu | [em Fae | a | Ses iE =. Se EEREEE ip 11. A bet camp of post manag nn epiton Faw aoa ay "ig L.Un aso ei pn nage pet nina ona2. jet mara spat gph Pen Man 9 in Sv a OF course we must look atthe bigger picture such as of what i 0 be done when 2 new aleplane must be designed, bull and tested. Many’ difezea activities must be completed simultaneously to get all of the rts togetir forthe completed stea In this kind of station, wus "Program Mangger is responsible o take the overall plan and get separate “projects” accomplished that, when completed succesfully and properly Jmegrated result inthe new siplan. There must be one of more Engine project managers, Fuslage projet managers, Control Surface project, managers, Appendage project managers, Eletronie Contos project managers, Hydaulic Controls project managers, Automatic Plat project. managers and many more. See figure 1 ‘This example is charcterne for aieraft manuftturers as Boeing ‘and General Dynamics from USA or Acbus from Buropean Union. It is Well known that component pars ofthe big jets a Boeing 777 oF tbat {380 are produced indifferent counties around the world For instance, the ‘engines are made in Great Britain by Rolls Royce and USA by Geneeal Electro, iselage fr made in USA or Germany, wing are made and France and Spain interiors ia aly and Portugal, avionics in Japan, Taiwan and ‘Sweden, appendage in Turkey and 0 on ‘The program manager must monitor the progress bing made by all ofthese separated project managers o bring their projects into the program at the times when they can atgrte tei projets and ove by one pu the picces ofthe steal togehcr into a mult-milion dollar fying machine ‘hat wll perform in accordance to the safety, speed, handing, comfort, ‘ake off and lading, range, and all other speciestons required. In this book, we will highlight many of the fextues of project ‘management and show Bow they have been applied in project ofthe past. tnd how they may be applied in future projects, We will daca the lmportace of & single project manager with responsibility and authority to complete a projet, the types of organizational structures that may be used for the project, the planning process for projet management, he ways of handing conics in project mangement, the ways to evaluate proposed projects to determine which peojacs are most valuable tothe organization, budgeting wo get the mow advantage fom the avalible resources, and managing throughout the project hife- ‘of Results ‘These constants are the necessary clements that direct the inital projec planning by the projet manager The del station for the project, ‘anager is fr be or she to have write the propos tht ace approved becomes the guidelines for organizing and scheduling the scivitles that will become the steps toward accomplishing the projet. We will ook at 8 specific, fairly lage project that came about ater the proposal writer had thoroughly planned the sope andthe timing ofthe project that ulti- satly was funded. At the ime he was designated asthe project manager, it was relatively easy for him to orgunize the esources in accordance With, the time he ad written into the proposal. With the organization's re- epee CoN Pn ren ra Oh 3 timp necesar, sfc Hiber de alte saci pe eare ar abate de In prosst ste neat sti concentrezetnveagastenelaproictl pe cae ae acing fnalizeze- Not mal bine spunem stimp recent” dec dra fials™ pentru realizaea proiectuli, Iau protetele sunt de toate mimi, Une find mici gi care mu necesit feaga stenie « manager de prose. In uneleexzuri un manager de poieet poste condace mai multe proce i acl tmp. Toto, insta un pole mare, manager {Se proiet webu sng concentezeatenfa ama la sel proiet yi 8 fe fapabil st deloge responabiitten gt autoritates in aflzarenresusclor necesare pent vealizarea projet in concordanl cu constlagerile majore ce Se glsesc la mai tate projectele mar, CConstringerile managementulu de proiect sunt ei ‘Constrdngerile managementului de proiect J+ ‘Timp (Durata) Banii yi /sau alte Resurse |] Speciticitarea rezultatelor ‘Aces constringsi sunt elemenele necesnre pent discionarce plicit proectlt inal de ite manager de proc, Stas Meal entra manager de protect ese es propaneres srist entra demararet project, oath aprobet si devin lina drectonre pet organizes st rogramarea activi e vor deen pat fa ealizrea preci, Vor observa chun poicet specific, relat mare va deven! dupé etapele Propunee sis, planar, stbilirea scapula durtelo-obec pent ‘eschidera uel nani. La momento care indivi ere desemnat ca manager de proicct, em elav ujor pent el sh orgabizezeresusse ‘concordant cu durataserst in propunere. Cu retunele organiza, elPrt rap ek ph, as 1 Oe of Po Mine tablet schedule in the outside participants und employ time fe ad aieody established, manager who i ot familar with the nature of the ihe hasbeen assigned x necessary to read and reread the povided about he projec and discuss with all of he people te proce into Being. Once the projet manager is com annie with what is expeced for project completion, the mus, Funderake what clled “backward planing.” This entails visual. ie compet proest the end of the tine allocated, then werkiog ‘buckward on each subclement ofthe project to see how each must be scheduled to bring about the final project completion. As he or she ante Iyzes the inputs necessary to complete these intermediate steps toward ‘project completion, the project manager must develop a schedule fo the ‘ferent requirement and establish the dependencies that exist and mst tbe accomplished tallow subsequent activites to fake plac. Along with the schedule, the project manager willbe planing forthe resources, both human. and physical, to be used at the appropriate times to allow for achieving the total projet. Fortunately, there are many tots available to asi project managers ‘in panning their projects. Many software programs as Microsoft Poject® or Primavera® can assist in scheduling and allocating resources. Unfortu ately, scheduling and allocating resources are ust vo of the project. ‘managers many challenges The holders (owners ofthe resources tt be ‘ontacted and convinced that they should make the resources availble at “Ye times project managers sk for them. Conflicts over the way to accom: lish technic objectives often take up alot of ime, Customer, be the) Upper level managers or outsiders who have requested the company 10 ‘sccomplish the projec, often change the specifications tobe accomplished ‘by the project. Inthe spint of accepting that “The customer ix always right” the project manager must be exible and agree to these changer even though they cause much “replanning” to osu 1.2, Roles of Project Manager ‘The project manager his responsibility for coordinating snd intcgrating activites across multiple, funetonl tines. To accomplish ths, he she ‘seeds strong interpersonal and commusicaive skills, aust become aioe with the operations of each line division and should haves general Ana: pre aD Pe ammei_3 omanageral de poiet a fost cpebil st planitie participant la proiact irate gi si angsjeze pe prioada de tmp presi pentru derlaren project entry managerl de proiet.car a ete iirc natura prot ste neerar cu acest sh eltasc i 8 roeasc informatie despre poe, {isa discite sminuntele projectulei ev ereoanle pe care le-a ada Jn Proiet $i care au un rol fm derlare proecul. Din moment In cae Fraoageru este familarint cy coos oe este nsesate pen realizes rset el uebue sf Ineprind cova ce se chess panificares nvers- Bcward planning” Acoasa este 0 tchnied prin care se vieualizeszh poictal fn ansambll ui, incepnd cu momenta fry rate alocae, 2h apollucrind retrospect cu fecare subelement al pricctull porta 2 ‘eden cum so Incadreaza In durtle locate pene completre protect De nda co manager anlizeaz intel ncesre per» completa pai ‘nsemedi din pro, va neces relzaren nel panfcir a aevtor Si stablea dependenjelor dine ele pent a pent Ieadrarea acoso Jnne-un mod nar in proiet. Ott cu programare stv, managers de proc a planiic esurele at umanc, et fie pontu a 8 wlzate 1 momentl oprtn sa peemitewalzareaitreguls prot Din fericire sunt multe instrument disponibile pent asia manager de proict in plniiaren activi Male programe software pot tiizate tm planificarea si alocare resurselor cum af) Microsoft DProjectD sau PrinaveraO. Toi planificares gi alocarea resurseor sunt oar dout din multe alte atv pe care eb le elizens manager ‘de proieet.Defnstr (proprietar resusclortebui a fe conta gh ‘onvingi petra face cx acestea st fe disponibile la momenta la care ‘manager de proict le solicit. Confictele ce pot paren. pe tema Seluionii problemelor tehnice sunt consumatosre de timp. Clie, pot cain uel stati rolul de manager din copa dretora lint po Solita mosifieet ale specificahilor project Aceasta tn spistul scceptii ei lint ae Intodeauna deplate™ De aces, managerl de proicet tebuie's fe lexi i si aecopte aceste modifier chiar ack sceasth replanificare” caueazi 1.2, Atributie manageralai de proicet “Manageral de priect are rexponsailistes de coordonar i intgrare a active de lng a multiple ini functional operations) Penta 2 indplini sacle profesional ce revin din responsabiti, managerul1M Proj nara. a cal peach hI Oni of Po Men knowledge of the technology being used unless the project is in rescarch and development (R&D) where knowledge of the technology ‘may be more important than “general understanding.” Whatever the Swation, the project manager should not get directly involved in the technological activities because this is likely to lead into situations where he or she ceases being a manager and is another technologist. Inthe project environment, eventing sems to revolve around the project manager. Although the projet organization is e specialized, task-oriented entity, it canot cut self off from the waditioal suture of the parent organization. The project manager mus walk the fene Between the tw ongizations interfacing with upper management, functional maa agers, customers, supplies, and many oer groups Initially in the planing stags, the project manager will develop a Statement of Work that can be shown to projet tea members and fun ‘onl managers so they can understand what the projec is all bout. This vill then be a basis for a Work Breakdown Stucture which shows the Alifeent work packager that must be accomplished to advance toward project completion, Additionally, an Onunizason Breakdown Seucture willbe developed to show who is providing the work to be accomplished Inthe dtfrent work packages. f changes are made by the customer, these planing tools will have to be change to accommodate the changed State- “ent of Work (OF great importance ls isthe projeet managers role as team build Each projet requires team to come into eing t do the work onthe project. The projest manager mast orient sll team members toward what their ole isin accomplishing the total project. The inital team building at the beginning of» project is just that ~ only a “bepining.” AS the project moves along toward completion, some team members will com Dlete their requirements and no longer he needed. However, new pari pants will be brought in and must be oriented a5 to their role inthe project. Team building and rebing are everyday events forthe project, ‘manager. Some team members will stay on forthe duration ofthe project, but all members must be reoriented as some members leave and others ae ed ttragret npr cineparca Cio epee pam 35 + Continuing study and application of the systems approach; “Relate actions to schedule and budgetary impact (OPM) PRIME RESPONSIBILITIES OF PROJECT MANAGERS © To produce the end tem with available resources nd within the constints of time, cost, and peformancesteshnology; ‘+ Bs meet ail contractual profit objectives + To make all required decisions whether they be for alternatives, renegotiation of specifications, or termination of the project, + To act as the customer (external) and ypperlevel and fanctionl Imanagerneat (intemal) communications focal points + To negotiate with all fnetionalcsciplines for asoraplishment of the necessary work packages, within ine, cost and performance; + To resale all cont, if posible, r niger 8 oko suse ace. Cap 2 Alga aU Stes 12.2. Critert de selectie im organizaileconduse ria proiete Mute organiza angieack personal pentru managementl de proce aya do freevent inet sunt denote Organiza conduse prin protect ‘Tenens api ou pecker Is oreazatilegvermamntale, dar spouts pies | organza dn strut privat Ia SULA. guveroy multe ‘emia ierectoneaeS ex onaniate pete penta oan procs finafte de Congr SUA. laruct organiza guvemamentale iac- fiona ea sotoral privat cum afin earl NASA eu program Apo et Satiles organiare proietlor dup care cer rganizailr dn sector peat eg onmanizeze, de semeoc,o organize de proc cae fl indplinensck snl contractual nt do guvern. Aces nef aust de obceorganizate neu tod sina artnnngei de poet in cele dou calt eganzataice (Gublce private) sunt select duph cries siilare. Penta contactor din ‘foment pet, organiza governmental repress cel” lcs ce urmesc, sot prevents eter do selaic manggeilor do projet conspondnf agi guveenunesale dn Stale Unite ale Ame 1. Oficial pentru personal managerial (OPM). OPM reprezinth Agena Guverndmenalt General a Stntelor Unite ce coteolsarS cea mat ‘mae arta personal civ. De- hngul impuli a dezvolatunstoarsle ‘tet de lau oe teue 3 Re fneplinte de Manager de pros (OPM) FUNCTILE MANAGERILOR DE PROGRAM + Orgonisasd i motiveard personal procul; 2 Suabtete delegarea autor clr 5 cones, nigra indepliniven obicivelorprsecul pad la ulimul 1 Studia! contin 31 aplicarea abordaritsstomce: 2 Consiea acu cx planifearca implicate bugetare (OPN) PRIMELE RESPONSABILITATT ALE MANAGERULUL ‘bE PROIECT + Sa realise produsul final cu tosurse disponibles incadrazea In ‘onstdngenie de tmp, cos, prformant tehooo + So ndeplneaed toate alecvetecontractsle pent obfneres. de profit + Siva docisle crate fn cota ce privegte alternative, renepocirea ‘seciicailr su fnaiares proicculs 1 SBratere ew elenl (genta dtu exter) si cu nivelul superior is onganizeze management funtional ners) in ealtate de Polesizatr af communicator intere s exter; + Sinegociese cu tot ongoot pchetl neces de activi In coca ‘ce privesteLimpul,costul 5 psTormaai: + Sa rezove pe ext powbil oats confictele66 Pips argon. etal wc gt 2 Cosh set mas (OPM) IMPLICIT RESPONSIBILITIES OF THE PROJECT. ‘MANAGER + Interface Management Customer, * Management (Functional and Upper eve = Changs of responsibilities, Information Flows Matera interfaces (inventory conse) Working with Private Contactors + Resource Management = Time (Schedule), * Manpower (Human resoures); + Money: 1 elites; ‘= Bguipment = Matera + Information Technolgy. xing end Control Management Increase equipment Increase performance efficiency; Reduce rks; Ientfy alternatives to problems entity resolutions to cones. (OPM) WHAT MAKES A GOOD PROGRAM (PROJECT) MANAGER | 1. Good judgment (common sens, intve skis) 2 People kil (asiner, recruiter, optimistic, negotiator 4. Customer oriented, 4 Ethical: 5. Techiclly competent; 6 Broad thinker (pereepive, mul-dscipiary); 7. Focused leader, Ability to make decisions; 9, Communicator (upward, downward), 10. DypamieiCharismatieigh Enery. 1H. US. Army Corps of Engineers. One of the key government project driven genie isthe US, Army Corp of Eapincers (CE). This anne poet owe pate. Ca? Aged rN ot (OPM) RESPONSABILITATILE IMPLICITE ALE ‘MANAGERULUI DE PROIECT Interfaa Management Chen, = Management (functional ge nivel superior: = Schmbarea responsablitior, Fol de informs Interfjele materiale (contol de inventa); {eral eu contractor in domenil privat, + Managemcatal resurselor Timp (planfcaes Forja de munct (esse uma); Bani Frc Echipament, Materials, * Tehnologiinformatice. «+ Panificare si conolul manageria 1 "Cresteren produtitiiechipatatelor; Cronteren ecient de fens 1 Reducees scunor, entifcareaalterativeor Ia probleme ontifcaren eilor de rerolvare a conics (OPM) CARE SUNT CALITATILE NECESARE UNUL MANAGER DE: PROGRAM (PROIECT) BUN. 1 Judeeat bans (on sim} pti intitive); 2 Aputudinile personae de a Tuer ct oamhemt (acy, certo optimist, negocio "3S Onietae spre client 4 Be, 5. Competent tee: 6 Deschidere in gindire(pereptiy, mult isciplinary: 7. Condusitr ental, 4 Abilitaten dea hs dei 9, Apeiudini de comunicare (eu suprise subalira 10: Dinan (eatismati, eu energie debordat), TL Corpat de tnginert al armated SUA (U.S. Army Comps of Bnginecr) Una dine ageile guveramennle cheieconduse prin proicte66 Pot mage, 2 wal aru, Cte 2 Cheese anes gency has uniformed US, Army engineers ints uper level management, tut i is almost cniely staffed at the levee outside of the major Feadquartr by cvians, Is mostly divorced Sr the Combat Engineer tis of he active army tat has the mission of Fighting aginst the nation's “The “enemies fice by the domestic US, Army Comps of Engineors| are primarily along the rivets and waterways inside the continenal US. {ns built dvs and dike along the major iver o prevent Nlooding and ‘rosion, Usually, where there are dans, electrical power x generated, Dut the creation of this elecical power and is distution is largely under the contol of ether governmental agencies auch a the Tennesse Valley ‘Authority (TVA) or evan companies. For the many projets it oversees, the U.S. Cons of Engineers has eveloped is owa guidelines for chooring nd tining projet managers (CE) 1. Project Manager's Primary Objectives: Ensure thatthe proest 4 is completed on time; within budge, mots quality requirement (CE) 2. Project Manager's Duties: Make sure customer's requirements ate me ‘though clear understanding of; 2 technical manvals; > btechnical reviews; management of programs (CE) 5. Project Manager's Interfaces: 1 Bxocutve Office, presenting, project reviews, quarterly reviews special brit significant sues, fact sheets: duct Offer, ileal and external audi; Engineering, cost etimaisg, technical reviews, stuctra infor ‘mation, soils evaluation; 4. Emiromental impact Information Management, ADP equipment, Federal Information Processing (FIP), automationnetworking; ‘2 Contracting, acquisition requirements, evaluation of bidders, ‘eloction of contractors, evaluation of contractor's results J Legal Cousel, review of contacts, modification of conrets, fuboontactorsslestion, protest opment oie soabwe pate. Cap 2 Aegis Mes Hie ‘este Corul de ingins al amatei SUA, Aces agente ae angst ngnesi ria le nivelelesopesoare de mangement, da In nivssi de az ete Inregime coordonata de angaji cvs Frovne din separare de until do Inginorcombatan care su mistinea de a paints ini ai, foam” chroma uebuie tle ies fh US, Army Corps of Enginese sant dea fang rior si clilor de aps inna tetorilcontnents SUA. Aceast oraniatie a const digus i barje dea angul uror ‘mpovtante pont a prove inundatle eosin. In sto wus acolo unde sunt baa, eng lea este genera, dr eeaen enero electrice $i stb sa sun sub consol afr agent puvernamentte cum ete de Seoul the Teanassce Valley Astor (IVA) su uno compan cv Penta proietle pe care Is eoordanea, U.S. Corps of Engineers & eavoiat sel de cern propri peau sletatea i clferea manageor ae proieet: (CE) 1, Obiecivele de beet ale managerulut de proect: 1 SU se asigure cd procul este relia Latermen, in buget © La cernfele de alte. (CE) 2 Indasrivite managerala de proict: se capail htspl- ease cence cllestul prin lnjeleporea sar "2 mantleor tenet 1 prosposele tan © management programtor (CE) 3. Intrftee mamagerulut de profec: 12 Biroul execu, presntoea sapersior project fn analizele peiodie, atulize wimestle, yedinje de Iuere speciale, aspects Semnificaive, documente de conucl 2 Broad de ant eset de autre inter 5k exterts Broil engincring) cu asia etimaren coeur, anlize tchnice informa struct, vanes trl, pac medi 4 Management sistemelorijormatce cu avi a eekipamental ADP, procesreainfonmatilor federal (FIP, Foderl Information Processing), stomatzaear in ees-nebwonng: © Conracarea, ach, valuarea oferta seletacontactrlor, ‘evaluaenrerllatlor contractor . Consierea jared gale contacter, modifi proces de seecie al subeontctanor contrat,Poel manne a ae pach, Chap 2, Ces ci anges (cH 4, Project Manager's Stilts ‘Leadership: "Clee Directions Problem Solving: + Conveying clear goals and objectives; + Uniting the team: # Dategation of sutbority, 1 Decisive decision maker, Technica: | ‘+ Understanding Tehnology; Understanding cusiomer nosis; + Managing Technology; + Assessing Risks and Trade Heme, "Team Builders Personnel Motivator Confit Manager, Good Communiator (Oral and Weiten) 4 Trasted by Senior Management. Administrative: ‘Project Planer; { Sccuring, Commitments + Creating Moasrable Milestones; + Establishing Operating Procedures * Establishing Evaluation System (Feports & reviews). Organicational = Unierstanding of parent organization; Abily to work effectively with other manages. 23, Private Sector Criteria IL, One prominent private sector organization in the US. has published is eres fr selecting project managers. Tust organization i ‘he Boeing Comoration. Ie divides it selection erteria into two factors relating to prospective project managers, “il” and “personal tats.” ‘Skil * Team Building, + Leadership + Coafict Ressation; 1 Technical Expertise; asap ene ose pt. Cap 2 Ages map oe! (CE) 4. Apttnin’ necsare penton manager de proiect Leadership: = Ditecie car; + Rezolvarea probleme; © Capaciatea dea stabil tm mod clr seopol = Capaciatea de leg (unt) echipss, Capaciatea de a dlegs autores * Capaciatea de a ua deci apie. Telnice: > Cepaciaea de a ineloge thnologs 4 Capactatea de a intelge neveile cient, * Capacitaea dea conduce $i administra thpologia; 1 astmarea rscuroe 9 ecu, mane: * Formator de ecipt; 4 Motivator pentru angst {0 bund comuniare (oral si seris; 4 De tncedere pest Managercatul superior (sear manage- ‘mea Adminitrative ‘+ Plnifietor de proiect: + Indeplniteaoblgatir; 1 Creates de jaloane msurabile; { Stbilites procedrilor operational; 1 Stblres sstmcor de evalre(rapoare i snalize) Organizaionle: Teflegerea onganizaje parental; biliates dea Tuer in mod efectv cual manager biota; 2.3. Celtel de sletie a managerilor din sectoral privat 11 O orgonizatie privat cu repuatie tn SUA a pobliut etre go sclecjio @ managonlot de poiect. Accs organizale este Corpraia ‘Boeing. Conform cerinelr acess organza, enteriledeslecie petra manager de projets par n dows catego apt” neu potonale™ “Aplin * Feemarea ehipe; Leadership 1 Rezalvaren conten © Expesien thn72 Peet amen, tl apo. Car 2. sing ot anaes Pleasing; Organings Entrepreneurship, Administration; Management Suppor Resource Allocation. Personal Trait: Integrins Undersaning People Problems; Understanding Project Technology: CCompeceat Business Manager: Mental Alertness Agility, Versatility Enegy/Toughness; Decision-Making Autbority. 1¥, We will also present the “Characteristics of a Project Manager” ‘+ Honesty and Sincerity; * Understanding of Personne! Problems; Understanding of Project Technology; ‘Business Management Competence: ‘Management Principles; Commaniatons MIS; Aleriness and Quickness; Verstliy: Energy and Toughness; Decision-Making Abii. from the TRW Company: We must note in these examples, that while “technical expertisa™ and/ounderstanding project technology” are high on each ist of desired traits fora project mantger, they are not atthe top. Te highest requiremens pertsin to geting other people to perform for the project and getting the Project completed using the technical skill of others. Project managers Inst avoid geting themselves in an activity Wap of geting their hands ‘eel into projet technology to the exten thi they ignore management nd business problems. Magen ts pit above pass Cap 2. Abgeta marae poke 1 De plaice: * Onganicatone: * Enreprenoriat, + Administrative; > Suport manageial; locate resureer Insert personae: 1 intertats: njelegeea problemelor oamenior; * Injelegerea tehnoogies din proiees, * Manager competent de afacei * Rapidiate mental! agitate; + Vesatiliat (adapabilzate la condiile de medi ‘+ EnorpievTaie do crac * Awortte fm laces decile 1. Vi vom presenta de asemenen cerinale compasiel TRW prlvtoare la: ,Caracteristcle unsi manager de proiect”: ‘+ Onestiate fi sinertate; + Capeciatea dea inelege problemele personals; * lnglogerestehnoogie’ prot; * Competora in managementalafaceri * Respectare princpilor managerial Buse comunicae: + Ms Rapin; + Adapabiliae: * Enotes tre; bitten de lus desi, ‘Observe fp in acest exemple dct penta, expoieg abit” si Jnfelegeeatehnologil proiectlu” sunt acordate mle pete penta Fear list de insist doe pontra manager de proiet, este punote nv sunt de op, Cele mai important crinje su legate de face peat $5 Indeplineaset obicetivele si scopol proeetul ulizind spitdinile Tehnice alo aestora. Manager de proect tebe 8 ete ate iplice ‘In proest peste limite atobuilor sale de conducere ded activitaea ts ‘ee se impli se consti nit capcan prin cate agi (colabustc) a ighora managemeatal si problamele de afer,4 Pr ongpmnt, etapt, C2 hing weit same ‘Acconig to Wilemon and Cicero, The greater the project manager’ tecinicl expertise, the higher the propensity that he will very involve fimgelt inthe teehcal details ofthe project. Also, the grater the project manager's dificult in delegating tochnical task responsible, the more Iikely i that he will overnvolve himset in the teen dota of the project and dhs neplect the administration of oer activities 2.4 Qualifications of Project Managers A. sample “job speciation” of requirements fora senior project ‘manager to be hired from outside the organiaton probably would Toole something ike this: “+ A Batchelor Degree in Eopincering oe Business Degree witha ‘minor in Engineering of Seience tom an aceeted university, ++ For Fngineeing graduates: Ten or more years of engineering fxpenienee including a iinimam of five years of superior) fxperonce and two years of project management experience; + For Business graduates: Ten or more years of management fxpetience including five Years of spervsory experience in gineering and constriction relted projets and two years of project management experience; “Working knowledge of state and federal regulation tat apply to they type of project to be managed; Demonsrsed ability to develop high level management contol >” programs, + Experience relat to computer processing of cost and scheduling information; + Four years of experience as a Project Engncer or Assistant Projet Manser 25, Other Positions in Project Management For large projsts,« "Project Office” is extablished of fulltime suoclnates tothe projct manager The projet office sa mey inlude fan assistant project manager, a project engineer, «system engineering ‘manager ave or more MIS professionals, accountng personnal, clerical TST Viseeemt neti Syston ongeno do roe abr pas. apbAt 2. gus mug etc _75 Conform lui Wilemon gi Cicero, cu eit este mai mare experiens tehnict a unui manage, cu atit cl va vila 88 se implice in dette tehnice ale proiectulu. De asemenea, cu eit este mai mare dfcltaten ‘anager de poicct de a dlepa srcnle responsibil tence ct ft ol ao va sopraimplice fa detaletebnie ale protect, neglind ‘cl edinistewes sau alte activist managerial 24, Cerinfele de calificare pentru mansgerul de protect Lisa ceringelor petra ocupare poi de manager de prise senioe poate arta influ unto: * Absolvont cu dipoms de licens al wnei insti universitare eeunoscte din domenia inginerse sn economic: Pent absolveni din domnial tehaic 10 sa mai ml ani de cexperienfs ingierotscdinclizind minim 3 ani expercatd fn oordoaate activi gi minimum 2 ant experontt fo domenit ‘managementulu de prog ‘Pent abslvonit din domeniul economic 10 sav mai multi ani experenih in management includ 5 an in proiccte legate de Ingineri sau coaseucti yi ani de experienf in management! de prot ‘ Cnostne practice de apis lego, normlorsregulamentslor pul de price ceva fi coordonat Demonstatea abilitii de deovolta programe de control pears ‘management superiors ani de experienc is Ge proicet, jee de projet sau sistent de manager 2.5, Alte funeti fn managemental de protect Pentru proiete mari este azcesart stabilizes un, rare a proiectuut” cu angaati cu norms frags Subordonat nh manager de projet, Peronall biroulus de coordonare al protect pote include gio poziie de asstnt al management de prise, un Inginer de proiet, un manager al sstemulusinginerese, ml s98 mst ‘mult profesionisti MIS", conti, Functonat, st personalal secrela- TWAS isomer Ane (816 Prion» pal speach. Cunt 2. Chosen sje mages and secretarial personne, The tespoasbilites ofthe members af the projet fie ee es follows + det ax focal point for information for both inhoute use ad the 1 Compo time, cst, and performance 9 adhere to contractial requirements: + Insure that al work required bs documented and distributed to all ey individuals; + Inoue that all work performed is both authorized and faded by contractual docamentation For some of these projet office members, The Prost Management Insite hae recomended some idel characteristic, as fllows: WHAT MAKES A GOOD PROJECT ENGINEER? (Top six of wwenty-fveatribtes identified): 1. Familiarity wih technology elated 1 the projets 2. Bngincering experience (CosSchodullPerformance) 3 Ability 10 make decisions 4 Abily 10 ret engineering resources 5 Exporience in people selection; & Demonstrated capability in problem ving tecigues WHAT MAKES A GOOD PROGRAM SYSTEMS ENGINEERING MANAGER? (Top seven of thirty-one abate identified): I. Broad technical exertize and interest scros projet activities; 2. Good communicator; 3 Innovative organizer: 4 Customeruseridevloper knowledge: 5 Team play 5 Concepual thinker (Big pict and details) 4. Good networking sills (eral an external) genre pro, hrm pai. apo 2. saan oe _77 rial, Responsabiliiile membrilor boul de coordonare a proiectut faut wrmstourele: ‘i acioneze en punct de convergent ati pentru organiza, cit 8 pent clon ‘a respecte termenel, costar gi performanta pena ndepin oblgaile contractual; 1 SH se arigure of toate actvttile sunt bine docimentate si ‘ire la tls angaatilprsoanecheie in organiza 4 Sd se asigure 0 toate ative sunt autriate 1 flnanate cu taza in docamentecontacuse Penta unit membraibiroul de pret, Project Management Isat (Gin SUA) a racomandat citevs cassis! ideale dup cam smear (CE FACE CA 0 PERSONA Sh FIE UN BUN INGINER DE PROIECT? (rimele ase conti dn 25 atibuteidentiicate: 1. Tobwologie implicate in proec si ie fomiiare; 2 Sd aibd experientd tehnicé (Cost Planifcare Performan): 4 Abiltatea de fa deci rapids 44 Abatea de a coordona reste; 5. Bxperientt in selecarea agar; 6 Demonstrarea conpetentl In tezovareeprobleelorthnice (CE FACE CA 0 PERSOANA SA FIE UN BUN MANAGER. DE SISTEM INGINERSC? (Prime spte condi din 31 atbute identifica: 1 Bxperenfdtelnicd generalé si cunostnte In coea ce priveste scsi din pros Bund comunicare: Orgenizaior invari, Relajionarea cunostnslr cea! uilizato, Spirit de echips, ‘Anaist conceptual (anaginoa gunaal gd ‘Bune apd de conunicare i (networking) Ginter ete).73 roe mgpoent xa. Cape 2, Cus oe ms In any discussion ofthe Project Office, we must conclude with dis imperative: The PROJECT MANAGER must be the ONLY person in charge, 2.6, Projet Management Carcer Paths otal project managers follow the sme carer path, but the example below isofen seen among successful career project managers. TYPICAL PROJECT MANAGER CAREER PATH: Undergraduate education in «specalized fld; Several years working ina spcilized le; Advanced eduction o unin in management (Exam ‘of Science in Management (MSM); “Assistant projet manager, project engineer, o project specials, Project Manager on a small low cost project Project Manager on lager project, Ip house management consultanProjest Manager of large, xia project: Private Project Management consulting: Senior level executive manager of Project Managers or Vice President for projets; 10.Candidate for top management, piven large and dificult project Master 2.7. Case Study: AEC Corporation (8) AEC is typical enpinering company organized along funciona Tings. ts department are oriented toward particular target seeking functions ofthe space defense industry: Antenna Department, Receiver Departest, aia System Department, aril» Manafictring Deparment. The company also has adminisuative deparanens to perform purchasing, accousting, personel, and seviees. General, mst ofthe activities ofthe company fall within the funcionl departments, bu ocesionlly, AC sets up an ad boc Project Management group t handle large R&D contracts When ‘se, this group is semitonomous, consisting of a project manager and otsoanel dra fom the urctional department ull he quien ofthe contact. orp oi sore st. Cap 2 Aegeea MSNA 8 it 79 ‘Trebuie sh conclunionian fap chin orce dace refertoare la Birol de coordonate al Proiacut MANAGERUL DE PROECT rebule 4 fle DOAR persoana detennatd i aibd aceat®responsabiltate 2.6. Corintele tipice pentra manageral de proiect, "uta manager de post umesz aces palin caer dr exempal le si jos exe sustain des Innit pent © caer de succes PASI IN CARIERA PENTRU UN MANAGER DE PROTECT: ‘Edacatieuniversitart furan domeni speciaiat; [Expeienie civa ani fo-un domentyspecaizt deaf post univers (exemp: Master inne sa a mans sement) (MSM); 4. Asistent de manager de proiect, inginer de proiet, sau specialist proiectants 5. Manager de proset pe un roiet me eu costuri minime; 6 Manager de proiect fun proiet mare; 7 Consultant in management intr firme) Manager de Poict la ‘un proect mare: 8. Consultant pt. Management Proiccclor, 9, Manager de Proiet su Vice preatine pt proiete mars 0. Candida pt. tp management Studia de car: Corporatia AEC (A) ARC exe o companies de inginerie onan pe deci fnstio- ne. Departamentele al sut orientate spe fue de corcetre a abiet- ‘lor particular le industri de apirare a spy: Departament Antent, Depurtamental Receptor, Deparamentol Sistemelor de Date un Departa- tueat de Fabvicaie. Compania are de aemenca depatamentesdminitative tua indeplin Fanci de cumplrare,contabiate, personaly servi, In general majritatessetvitior companies cad pe meri” depart rentelor functional, dar ccarons, AEC ably un grup al-boe do ‘management al proicetlui care st se ocupe di male coavacte C+D. Cind este fost, acest grup este semiaufonom, avind ip alctuire un anager do proict i personal tas din deparamenelefentionale dp ovoi, cae muneese tm depatamentele funetionsle peas a ineplin ‘etn contita10 Pet mare 2 pata ah, Ca 2 Chose mag In response to an REP, AEC received an R&D contact for an airbome reconnaissance system elle “Siyeye”. The system i 10 consist of an ‘nteng, a recever, and ampli, ad Visual readout equipment and has pefornance requirements beyond existing slate-ofsthe-at The contrat fora finm Sxod price of $6 million, of which ABC's fe will be $400:000, ‘ft moots all speifiations within the budget and on time. There isa profit sharing provision i the contact is accomplished fr less than $5.6. million, but there wil be & dll for des redaction inthe contactor’ {ee for cost overruns. The government also will asses a penalty of $500, or day for late delivery ‘The company hs to decide whether to organize the Spyeye projet Under ana hoc project management group otf assign i to one ofthe funetional deparosents. Hovatd Dutson, bead ofthe Receiver Department, he strongly advocated that the project be astgned is department He feels that his department could handle the interfaces with the other departments aeceauy fr accomplishing the projet and he would objet to brving someone else dictating to his subordinates how dey should ppl thei expertise tothe Spyeye project. Other company oficial have ‘ged for the project managetet group headed by an independent projet ‘manager because there are many functional area needed for their inputs 0 the project There i an experienced project manager in the antenna ‘partment, Bure Saunderon. Saunrson sent memo #9 the company provident with the recommendation that he (Saunderron) be appointed Spyeye project manager because ofthe need for coordination between the ‘our functional departncas aod the emphasis on accomplishing the projet + within ee under budget on ine, and Tiling te tecnica equitemens Question: 1 What form of organization should the president choose, fnetonst or project managentent group? AEC CORPORATION (8) Ssunderson was chosen to form a project management group to secomplish the Spyeye project. He directed tat exch department se up 3 Spyeye Support Group fo devote its ull time to this project since it as sarge and important projet that would take more than year o complete. ‘Tie amengement required that some individuals to werk fall Ge on Spyeye with guidance in their Tunetonel area fom theie Functional manager The arangement cate some technician o wonder ithey ould Maeno poet. bre pa, Cap 2. ge mam cs {in rispos ia o comand, AEC a primit wn contact C+D penta un sistem de Tecunoagtere seropurtal sumitSpyeye">,Ochil spinal Sistem este alcatuit into antead, un receptor, un armpliestor yi tchipament visual de acfionat vocal gi ave cerns de performanjs este bvell existent Contact este penta un pret fiat frm de 6 miloane$, din care onorariul AEC va f1 de 400.000$ ack indeplinste tote “specifica fn fimita bageuli a titp. Exist oprevedere de imparie 4 proftla dacd contract eIndeplini petra moi pain de 56 miioane S, dic va cxista 0 reducere de ub dolar pen un dolar din onorral atnreprenort pena depiyires costuli.Ouverl vs eval, de seemenes, ‘rpelitate de 8008 pe 21 peat latrairen Ive. Compania tobi 0 se deid fe dacéorpnizeni proictl Spyeye fin sbordinea unui grup ad-hoc de management al poietui sx 1 disenneas una dire department useionale, Howard Dtson, jl DDepartamentali Receptor susinutputemaie ea pices fe incredinat epartsmental 580. EI site cl epartameatal su poste adminis interfeee cu calelalte departamentenecesure pn ndepinies proce Siva obieta sai pe altcinova si dcteze subordonatlr sit cum 3 foloseast cunostinfele tn procul Spyeye. Als oti sf compact mi Sint un grup de management ai proeculti condas de wn manager de Dolectindepeadent pene motival ef st mult domenit fencionale svesare pent ipatirle lor in proect. Exist un expermetat manager Ae proiect ndepartamenel Antena, Burt Sninderson, Saundeson 2 tims ‘un memo prejedatlut compe cw recomandare cae (Saunderson) st fie desemnat managerl eotctlai Spyeye datorité nvol de coordonare dine cele 4 departamentefoncfionale 9 atenia det Indepliy eerasle proicculi din punctul de vedere sl inca in bugt sa lev ‘Sepasin acestula, Ta tinp $i eu Indepliniencernflr teh. Aintree Ce form de orgaizae a rebuis leg projet, uncon su grup al munagemestull de priect™ CORFORATIA AEC (8) Snunderson fost les st fomeze un grup al management do poi, Hi rahizeze proicetul Spyeye. El a indicat ca fecae deprtament 2 Stabileasct un grup de suport Spyeye care ait dee fot inp aes roietdeoarece este un poictabarios important crear dns lt fd un an pa la fnalizare. Aces aranjament cere co nite pervoane si Iuerece tt tmpul la Spyeye eu indramare in omental lor de spose do$2___ Pr manne atone, Cat 2. Ces ob anaes lll have jo i thir old depariments when the Spyeye project was ‘complet. They also Wondered ow their work woud be evaluated since thy were working simultaneously fortwo bosses. These concen affected the morale of project workers and needed 19 be addressed, Other problems arose conceming performance specifications. The Receiver Departments project specialists had aed to moe the pefor- ‘mance secfiations onthe rcetver. Seundarson's project engineer deter- ‘mined tat a modiicaon inthe receiver design and substitute component just on the market tat had aot been used by the reeiver department Would ffl the performance specifications. The Receiver Department ‘would not accept the subsite component, Projet Manager Saunderson Inet with Receiver Dept Heed Datsoa to discuss the situation “Howard, we've got todo somthing to get the rosiver up to spec. ‘Time's gesting short We'll get socked S500 per day fr late detvery and ‘well os a sive of our fe fr file perform. 1 know that you object {fo using the component dat was developed by a competitor, But we ean ‘uy and use fad fall the estomer's quirements, We've got to get ‘moving on this or we'll bein serous trouble" “Yea, know how you fe, "Datson repli "ut I've got preserve ‘he quality reputation ofthe company. After al we obtained Spyeye because of oar reputation for quality aswell es fr our technical competence and Favorable price 1 do anything to impaietat image, i'l ony hurt us ia the fog un.” ‘Question: low should the problems of employee morale concerning the worker’ assignments ler projet completion and their performance ‘valtons be banlod? 2. What are the posible eyolutons to the receiver perfomance problem? 28, Questionnaire: SHOULD YOU BE A PROJECT MANAGER? ‘Your honest responses to the satrents presented below will give and indication if you shoul consider etree in project management For ach item, decide which of the following answers Bost describes you abd how you fel apes ole wae pate. Cal 2 Ae ME Bet ts panera or, Aranjamentl cut citva tence 88 Inuebe daca ‘or ma eve o sly vechil lo departament cin priectal Spyeye a Fi flit De asemenes, st intebat com ve fi evant mute Ie dn ‘moment c= vor Tura simultn pentu do ge. Aces ingrjorst au aecat ‘orl Tueatror la proiet $1 acesen tebuia safe tlre Alte probleme au apt in legit eu specicaile de perforant Specilittproicctalui in Departemental Receptor nu tu zeuyt 38 indeplinesrcdspeificfile de performants ale primitorfu. lginerl de proiectal ut Saundetson scorer so modifier in poset pinto {un component substi chi dee pai care nu a mai Tost fost. As clte department receptor er adeplini specifcaile de perforan Departmen! Receptor ns sr acepa component nlocitsre. Manggeral fs pees, Stunderon sina cu fful Depertamentul Respir, ation pentru discuta situa, , Howard, sbi scam ceva s5aducem oceptonul.Timpul se searge repede. Yom f penslizaicu SOO$ pe 21 pent Intaiciea vat fiom pede o parte dn comisonul nosis peau ca my am rei 8 fim Performan Sito tai abies ponte Toosrea components car a fo Asrvoltas de un compar, dar © putsm compira fos ndepinind see cernele clint. Teebuie fe migelm mai repode sau vor aven probleme srioase™ Day i co sig, a epicat Datson, dar tebe pstrez cata repute companies. Ia fond, am eistigat proiectal Spyeye dtorth Feputatieinogstrepencu cata ca gl pena competenia noastr shied Teflectate ts peel Tavorabil. Dac vei face cova cares afecteze accastt Imagine au ne va aduce decttpreudiel pe termen Tung” Intrebai Cum webuiese tatte problemele morale ale angaailorprivind ‘natn asso dp alizarenproietl vale pecfomanflor? °2. Care sunt slutile posible al probleme peeformansiprimiterl? 2.8. Chestionar pt lo POTH SA 1 UN MANAGER DE PROIECT? Rispunsl cnt la urmaoarea ists de iweb vl va da indica ack av aptitudiny in domenial managemeatul! de poice. Ponta feere Igebare decide aspunslMPs ramus, lah, Ctr 2. Cag ret ames Place the number in the parentheses to he left of the item: 1. Always; 2 Usually: 3. Somenes; 4 Rarely: 5. Never. 1. () Lean Sdeaty my best sis 2. () Lack of acknowledge of my abilities makes me ty harder 3. C) Tnvesigae new concepts in my field and elesly rolated Flds sid ty to learn all Teun sbout them 4. CE patiipate ina numberof aetvities bot at and avay rom ny work, (Cyst aware of sis that 1 possess that {haven't used yet, {0 Totten become so engrossed in what Tam doing that I ose trek of time, 7. () Like te set high goals for myself and for others who are ‘wooing with me: 8. CT peter to delegate authority to eters instead of controlling them closely, 9. () 1 feel comfortable with controlling several activites Sioltanecusy, 10.) Tbeiove that I can bande conflicts with superior, pees, of Subordinatos without severely alerting anyone: 11 ()Lamable 6 work through changing, stable work conditions; 12.) Cprefer to work on tasks tht are completed n'a given timeframe rater than continuously working atte same set of tasks, 13.(7) Treoviw my accomplishments and team accomplishments Periodically: 14.0) believe 1 can simultancously handle requirements fom fstomers and my own organization; 415.) Team motivate a team of specialists who are working for me fon a temporary basis: 16. O)T welcome the opportunity to eam general management through ‘working on a series of more and more complex projet. ‘Tota your score forthe questionnaire Likely interpretation of core: ‘Score 16 to 25: cellent likelihood of exces in Projet Managed, ‘Score 26 to Sb: Posies for success in Prjeet Mabagemeat but you'd beter hanlea small projet and are confident you can live wth the esponsibility before you get assigned as projet management for alge projec ‘Score 0 to 80: Ber stick to managing a functional or specialized line of work or Being 8 specialist contibuting a project's sucess ater than eying to manage a projet T open ol sone pas. Capi 2. tues mags pints Plast mum din paantezd a stingn inebsdi: 1. Inpidceunas 2. De obice; 3. Citeodatt; 4 Ror: 5. Niciodati 1. () Pot si-mi identiic cole mai bune api; 2. () Ligsn unr eunoginge ma fh 3h persevere; 53. (Caeser not concepts domeniol mot fm damenispopi fi cut si fly ct mat mule despre ele 4. () Parc tntean numir mare de activi at im domenial neu, eft $f alte dome 5. () Sant content de spindle po care le posed § au l-am viz 6. ()Adssa devia ag de implica! in cee ce fe inst pied noone imp 1. (pli place #8 stabileseobictverdiate pent mine gi penta cine Inreazt cu mine; 8. () Prefer 58 deleg pe alt tn lo si contol indeaproape; 8. () Mi simt conforabil cu coatolulsimultan al mat tutor sci 10.() Consider ef pot spans confictele ev superior, coli ‘ubordonati rs fects pe cinevs 11,() Sunt capil lcter tn condi de Iuera spas seimbait insite; 12. (Prefer luce I etic ebuiess finan Ia un anu ‘moment dat det si efectu continuy acividp de rutin, 13,() Revizuese pesidicrealizaile mele ale echipe, 14. () Cred ek por rezolva siultancernfeleconsomatoruli si ale ‘orgaizatii mel; 15.() Pot st motvezo echipt de spocait care rea cu mine pe baze tempoare; 16.() Aprocier opertanitatea de 2 inva management general prin ‘implicate in eit ma multe proecte complexe ‘otal sor entra chestonara i. O fterpretaea seul ara ‘Scor 16 a 25: Posi excelente doa ave succes a Management se Proioe; ‘cor 26 ta 50: Posbiltit de succes ea Manager de Prost, dar ae A indicat x In inceput si coordoneri un priact mic penta © cipita ptitudi pena unl mare; ‘cor 0 Ia 80: Ma bine eres ea specs fn carol un poet, ect ca manage de proiet.Chapter 3 PROJECT STRUCTURES Genera Considerstions for Project Structures; ine and Steff Organization, Matrix Orpanzation; Advantages and Disadvantages to Traditional Structures; Advantages and Disadvantages of Matrix Organizations; Sidy of Project Management Structures: Summarys Journal Ail: "The Mats Organization: Bane or Benefit to Hi ‘Teen Organizations. 3.1. General Considerations for Projet Structures One of the desision the project manager must make and then “sell to he prentongmation the (ype of organizational suc chat will be best for completion of th peojet to be accomplished. In mos eases, the projet manage would lke to have a “projet femn” working for him which would cossist of members of his project office and all of the finetionel specialists who will be needed forthe projet working for his project alone and nowhere else This situation i svely posible since there are usualy other ongoing projects that also need the functional specialist to provide thee expertise for thom. Besides tht, fonction ‘managers ee usually not willing to give up their mos apable workers for long periods of time. This situation of limited resources ha led to the “atx” orpanization where specialiss are shared among projects end finetional divisions 32, Line And Staff Organization Mott of us are wel familiar with the hiruchicl “Line and Stat?" organization consisting of atop anager With his staff of vce presidens fd advisors. Capitotul 3 STRUCTURI DE PROIECTE CConsiderai generale ponte struct de proiete; Organizati piamidale; (Organiza matriceae; “Avantajele gt dezavataele stuctuilorwadiionele; ‘avantale 9 dezavataelesroctrilor matical ‘Studi stucerilr penta managementul de proict; Suma, ‘Attcel de eves ,Onganivta maecel: dicate sau benefici penta fie bie ‘1, Consideratit generale pentru structurl de prolecte Una dine decile pe care manager depres rebuie se i i pe care apol si transmis organiza: de care apartine este tpul de ctu onganizajional cares fie oc mi adevats pentu completarea rove In majoritata cazuriog, managers! de protect va dort ab 1 chips pers proiet™ care #3 lucteze pent el si care va costa din ‘rl biroull de proscar sin loi specialighi functional (pera tall) de cae are nevoie doar pentu projet sia gi nu pote alceva, ‘Accoth sinie eae rat Intl, fugucdt sunt alte proiete fn eure de ‘xociie cae, de stemenc, at nevoie de specialist functional care si le Ssgure expertan Pe lingi tate acestes, manager funcional (oper tional) ma sunt doit sy dou pos mei capaili neta pe peionde Inari de timp. Acotst sitoaies limits resurselor a condus fs sastra ‘iganizationall de tp matical” in care speciale sunt Impati ite Siete proicete gi dvi uncionale 132, Organizafiapiramidals ei mai mali dint noi sunt fainizai en strata organizational ‘ecachicd de tip piramial line 9 conduccre cre const din manager de top ca saa! shu format din vicspresediy si conse# Projet newport, 2 sacl arch Chr 3. Poe ht “Then a the next love will be found operating divisions, “The smaller organizations normally are then organized into “fant ral” divisions such as production, marketing, R&D (Research tng Development), Finance, Accounting, and Human Resource Managemen Larger organizations may have divisions organized by produc, tert, or customer served, bt at ther lower levels, they come bak the functional divisions or departments twp ep» ore pK, 8 St py 5 ‘Lo sivelul urmtor se g8sese divzile operational (Aepartamente, tirour ee) Coe ai mick organiza fm mod normal sunt onganzat in divi (conte cun ae produc, marketing C+D (Cereetare Deol), fe coma, personal fan fa szaile mri pot sven divi organize ta fete de produ societal nea servi eal e vi bcos sou department Wem] [vere] [werner Cc | Vereen] [renin Varna ig, Line a lf orion or managed ce Tig. Orga piroi lle 6 ode) pans amare Management Co T T 1 Fes] [Waring] [nap] [ Pate [Arun [on Pretace | [Morne ] [G0] [Pear [Gna [Here ‘Whore does Project Management tint this scheme? As we lok at the hierarchical organization, we see that lines of authority ran vertically (dhe versal line). Order and requests for iermation go down these lines ‘of suhorty while reports and information s sent upward. When s project ‘management situation is erate, the projet managers are given some "ig 32. Onis peal ined onder) pts eons Unde se incadrensi Management do Proicct In aceast seems? Priving organtaia cu stuctur craic (prema), observmn i nia de tutotate ese pe vertical ini vera), Comenaile i cererea de infermapit ‘neg in jos pe acest lini de autora ln imp ce rapoatee ginformapile "ao n sent conta (do jos tn ss). In momenta fo eare ve elaboreazS un= Frokt manne a pte peach Cap 3. Pr te, degree of autonomy fom the regula “chain of command.” They are given elegated autho to complete a project and this allots them 0 nego ‘withthe rest ofthe organization fr resources, inciting human resources, to effectively complete their projects. They are sl subordinate to higher ‘management, but are not closely eonoled Very often, they work through 4° Mawix Organization” as shown in Diagram 33. uns pi torize pare. Capok 3. Smut poke vv agi poet ie amit aoe de wal ot Matyas Le gl stacey «son sr as bnie pri tegen pte onc melodie emer ee en aro icone omupae es at 1Enescowah ake saa ecu Ime yes sc erent pcm sa tn gue dag 33 33. Matrix Organization Most companies tay have recognized tht the corpleity of projects ‘wsusly require an innovative stature such asthe matrix. Unfortunatly, ‘any do nol The top mangers resist using « mati structure because it violates one of the principles they have Tong ago accepted: Unity of Command ‘The matric hes specialist who are answerable to two bosses, their functional manager and one or more projet manager. In addon the vertical line of authority, projet managers have « horizoaa line of futhority. It would appear thatthe sittin would be chai, yet nat organizations have bees used succesfully for many stations. Is tue that conflits may arise from some workers reporng, to more than one superior, bu in fat i isthe moet efficent way to provide the efferts of Scarce specialist for multiple projest and their fnctinal managers. ‘The factor ha allows projet management to feneio i the budget systems in both public and private organization. Just at Adam Sinith

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