PMGT 402 Project Leadership: Skills for Project Managers

Mario Vasilkovs

School of Business
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Week 1 Agenda
Instructor

Introduction Class Expectations College Services Class Introductions

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Bio Objectives
Introduction

to Management and Organizations

Week 1

Mario Vasilkovs
Preferred

Communication:

mvasilk1@my.centennialcollege.ca
Office

Hours:

School of Business Lobby Phone Officially: W 1030-1230 Informally: Wednesday afternoons

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(416)

289-5000 X 2979

Voice Message

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Instructor (Continued)
Selected

Roles:

Project Manager (PM) Project Director Information Technology (IT) Director

Industries

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IT Hardware Supply Chain Applications Vendor Consumer Products Retail

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Course Grading
Assignments

(20%)

Short cases
Quizzes

(10%)

On-Line Multiple Choice

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Mid-Term

& Final (35% each)

Multiple Choice & Short Answer

Week 1

Course Grading
Assignments

(20%)

Short cases
Quizzes

(10%)

On-Line Multiple Choice

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Mid-Term

& Final (35% each)

Multiple Choice & Short Answer

Week 1

Class Expectations
Graduate-level

Participation

Everyone has a contribution to make Attendance

FACE IT NOW: As a Project Manager youre going to have to get up in front of a room of people and talk.

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College Policies Highlights

Final

Examinations:

Week of Aug. 16 Any time that week

Do not schedule unavailability

No admission 30 min. after start College Photo ID required

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Academic

Honesty:

Misrepresenting others work Impersonation 10% content

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Communications
Blackboard

is the main vehicle:

Course Outline Course Schedule Assignments / Support Materials

E-mail

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Preferred Subject Line: Course, Section, Topic Goal: 1 business day turnaround mvasilk1@my.centennialcollege.ca
Week 1

Highlighted College Services

Library

Learning Centres:

Tutoring Lets Talk

Career

& Counseling Centre

Study Skills workshops C1-03

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Class Introductions
Pair

up: person to your right One is A, one is B Introduce yourselves:

What do you want others to know about you? How do you intend to use the learning from this program?
Then

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A speaks for B ...

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11

Survey Says
Managing

today?

6 out of 11
Most

Familiar Industry:
10% Pharma 20% Construction IT Services Public

40%

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Engineering 10% 20%

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Introduction to Management and Organizations

School of Business
13

Who are managers?

The

definition: Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals Text p. 4

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Text Exhibit 1-1

C-Level, Report to Owners

From this level up: managing managers

Top Top Managers Managers Middle Managers Middle Managers First-Line Managers First-Line Managers Nonmanagerial Employees Nonmanagerial Employees
Supervisors

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Universality of Management

All Sizes of Organizations Small Large

All Organizational Areas Manufacturing Marketing Human Resources Accounting Information Systems etc.

Management Is Needed in...

All Types of Organizations Profit Not-for-Profit

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All Organization Levels Bottom Top

Text Exhibit 1-8

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Why study management?

The

universality of management

Good management is needed in all organizations

The

reality of work / Self-

You either manage or are managed

Self-development

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employment
You are your own manager

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What is Management?

The definition:
Coordinating work activities so that they are completed efficiently and effectively with and through other people (Text, p. 6)

Efficiency:
Doing things right

Effectiveness:
Doing the right things

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Complex subject, many perspectives:

Function, Roles, and Skills
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What is Functional?
Plan

Define goals Establish strategies to achieve goals Develop plans to integrate and coordinate activities
Organize

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Determine tasks and their grouping Assign tasks Reporting structure Decision-making structure
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Week 1

What is Functional?

Lead
Motivate subordinates Directing the work Select communication channel Resolve conflicts

Control
Monitor work Compare to expectations Take corrective action, if required

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What is Functional?

Planning Defining goals, establishing strategy, and developing subplans to coordinate activities

Organizing Determining what needs to be done, how it will be done, and who is to do it

Leading Directing and motivating all involved parties and resolving conflicts

Controlling Lead to Monitoring activities to ensure that they are accomplished as planned Achieving the organizations stated purpose

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Text Exhibit 1-3

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What is Roles?
Mintzberg

(1973) categorized observed management behavior into 10 roles.

Interpersonal
Figurehead Leader Liaison

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Informational
Monitor Disseminator Spokesperson
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What is Roles?
Decisional
Entrepreneur Disturbance Handler Resource Allocator Negotiator
Different

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management positions or levels involve a different mix of roles

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What is Skills?
Technical

Skills:

Application area itself, e.g. stamping More important the closer to the work
Human

Skills:

Ability to work well with other people Communicate, motivate, lead

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Conceptual

Skills:

Ability to think and form concepts Analyze and generate ideas

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What is Skills?
Top Managers Middle Managers Lower-level Managers

Conceptual Skills Human Skills Technical Skills Importance

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Text Exhibit 1-4

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Relates to Project Management?

Functional

Perspective:
Work Breakdown Assign Tasks Resolve Conflicts Monitor resources

Plan Organize Lead

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Control

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Relates to Project Management?

Roles

Perspective:
Ceremonial Tasks: Ground breaking, Go-Live Motivating Team Representing Team Evaluate project progress Informing team Report project progress Improve team operations Adapting to crises Scheduling, budgeting Procuring Resources

Figurehead Leader Liaison Monitor Disseminator Spokesperson

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Entrepreneur Disturbance Handler Resource Allocator Negotiator

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Relates to Project Management?

Skills

Perspective:
Task Breakdown & Dependencies Leadership

Conceptual

Human
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Technical

PM Tools & Techniques

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What is an Organization?
Definition:

A deliberate arrangement of people to accomplish some specific purpose

Characteristics:

Distinct Purpose
Business, Political, Social
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Deliberate Structure
Tasks, Responsibility, Accountability

People
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How are organizations changing?

Traditional Stable Inflexible Job-focused Work is defined by job positions Individual-oriented Permanent jobs Command-oriented Managers always make decisions Rule-oriented Homogeneous workforce Workdays defined as 9 to 5 Hierarchical relationships

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Work at organizational facility during specific hours

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New Organization Dynamic Flexible Skills-focused Work is defined by task Team-oriented Temporary jobs Involvement-oriented Employees participate in decision making Customer-oriented Diverse workforce No time boundaries Lateral and networked relationships Work anywhere, anytime
Text Exhibit 1-6 30

Why are organizations changing?

A

factor: world employment shift

10,000-3,500 BCE
http://archaeology.about.com/od/temporalstudies/u/human_history.htm

Hunting/Gathering Agriculture Agriculture Manufacturing

18th to 20th centuries CE
http://www.bls.gov/opub/mlr/1981/11/art2full.pdf

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Manufacturing Services
Mid 20th century CE to present
http://www.statcan.gc.ca/pub/75-001-x/2009102/article/10788-eng.htm

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Why are organizations changing?

Management

emphasis:

Hunter/Gatherer
The environment

Agriculture
Crops and livestock

Manufacturing
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Machines and Materials

Services
People

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What were trying to achieve

If

new to Management:

A sense of the work You already know what to do

Focus

on Project Management

Emphasis on Human Skills

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