Question 1

GROUP ASSIGNMENT

S. K. Grinnell and H. P. Apple, authors of the article When Two Bosses Are Better Than
One, (Machine Design, January 1975, pp. 8487) identified the following four major
problems associated with staffing:

People trained in single-line-of-command organisations find it hard to serve

more than one boss.

People may give lip service to teamwork, but not really know how to develop
and maintain a good working team.

Project and functional managers sometimes tend to compete rather than

cooperate with each other.

Individuals must learn to do more managing of themselves.

Discuss each problem and identify the type of individual most likely to be involved (i.e.,
engineer, contract administrator, cost accountant, etc.) and in which organisational form
this problem would be most apt to occur.
Answer:
1.1. People trained in single-line-of-command organizations find it hard to serve more
than one boss.
Having to answer the requests of several people is a challenge, so it is essential to prioritize
and maintain a positive attitude
Some people find it difficult to have to deal with your boss, but others should do so only
with one but with two, three or more.
A situation that may become stormy if they do not agree and if you cannot handle them
appropriately.
For some it is a challenge, but a reality now, that is why one of the main recommendations
is to be organized by priority and also their bosses try to communicate with each other.
From Human Resources always it interacts with various leaders at different levels of the
organization. For each priority needs they are, so it is very important that policies and
processes are clear and these are made known to all managers and employees.
It may be added that this way of working is prevented from being putting out fires in all
directions as there are applications of all kinds at any time.
To fulfill all assigned work, you must know what the expectations and delivery times of each
head, this in order to organize the activities and actions to follow so that the objectives are
achieved in the expected time.
In the specialized site trabajados.com it considers also important to determine who is the
most responsible chief, as it is estimated that there is always someone who is more
collaborative.
Meanwhile the buscarempleo.es site warns about the risk of taking on a workload.
"It may happen that when reporting to multiple bosses who oversee their efforts each treat
him as if he had other responsibilities," the site, which it claims is one of the main challenges
that must be assumed.
And receiving contradictory messages, since it is estimated that these supervisors may have
different expectations and what impresses you can disappoint another, adds space.

Three main problems to focus when you have more than two chiefs: Overload. With more
than one boss assigning your work, one of the greatest risks is simply having too much to
do. Conflicting messages. Different bosses often have different expectations, and what
impresses one may disappoint another. Loyalty. Reporting to more than one person often
requires you negotiate between competing demands for your loyalty.
If someone are working with more than one boss will be more slowly to take quick decision
than if it has only one chief. Or incase if it has to make any changes, it also has to wait for
the number of bosses that it have to approve and then finalize the work. This may occur in
industries such as Construction sector or Government organization where two or more
chiefs gives their own opinion about how to run the business.
1.2. People may give lip service to teamwork, but not really know how to develop and
maintain a good working team.
If a person takes an hour to perform a task, how much would take two? The mathematical
answer would be: "30 minutes." But when working in a team, the efforts of the members
are strengthened, reducing the lead time and increasing the effectiveness of the results.
This way of working, in which all participants are responsible for goals, is the most assertive
for any type of organization. This not only because it is easier to meet the objectives; but
also because it is the best way to retain talent and foster an enviable working environment.
For example, Richard Branson, founder of Virgin empire, always speaks of "we" in their
posts and communications; as a great leader knows that two heads are better than one
No matter the turn nor the size of your company, you can implement this strategy
successfully. Here we share some tips to stop operating in groups or individuals and start
creating teams that work like an orchestra:
1. Build trust. Trust is the main element of teamwork. Promotes an environment where all
participants know the skills of others, understand their roles and know how to help each
other
2. Establish common goals. For your employees work as a team they should pursue the
same goals. It is therefore important to communicate the company's mission evenly and
define how each member and department can contribute to fulfill
3. Create a sense of belonging. Human beings need to feel part of something; therefore, the
most powerful factor in creating teams is the development of a common identity. Defines
which identifies your equipment, fixed values and have each member is aware of his impact
on the team
4. Involve your people in decisions. Nothing affects more teamwork than the fact that
decisions are taken by an autocratic leader. To avoid this, drives the generation of ideas,
open your mind and motivates each employee to share their opinion. If you have this
feedback, it will be easier to implement any changes or strategy.
5. Do you have an understanding between the parties. It is very easy to criticize or
underestimate the work of others when one does not know or has not executed. To create
empathy among your employees, do rotation exercises between areas. So each member
will know what the other's work and how you can help make it better.
6. Motiva responsibility and mutual commitment. When a person is part of a team, you
know that the achievements or failures are the responsibility of each and every one of the

members. Do not promote the mentality of "this is not my problem"; make the problems
and successes are shared
7. Boosts communication. The only way that all members work as an orchestra is that there
are channels of communication. Real teams are heard and feed back. They are willing to
change his mind and to create strategies together.
8. Take advantage of diversity. A homogeneous team work can operate efficiently but
without much innovation. When creating your attempts teams have personalities and
different interests, but values and a commitment to be shared with the company
9. Welcomes the Group successes. While it is important to recognize individual work, it is
critical that the rewards are given for team results. When something goes well, it gathers
all involved and thank them for their work. Seeks to highlight the role of each, but celebrate
the group result
10. Be a leader. All team needs a leader to guide and meet individual efforts. Do not "wash
your hands" and be part of the team. As a leader you have to reach consensus and make
decisions, based on the ideas and opinions of your team.
They have teamwork if ...
- They take group decisions. Although initially not all agree, they have the ability to reach
consensus and devise ways to climb to the ship.
- They hold productive meetings. After each meeting, attendees know well what steps to
take and feel their presence was essential. During meetings new ideas and strategies to
grow the company are generated.
- Creativity and innovation is encouraged. When all members know what to do and know
their impact on the company, new ideas and innovations that allow growth occur.
- They are heard. Everyone is on the same page and when a problem arises are willing to
support. In addition, actively listen to the opinions of others and help provide solutions.
No teamwork if ...
- You make all the decisions.
- Each area is concerned with their own goals and blame others not reach them.
- None known or continuously communicate with each other.
- There is a competition (not "healthy") between areas or individuals.
- They do not trust the other members or there is a lack of respect for their work.
- You speak as "I" and not "us".
1.3. Project and functional managers sometimes tend to compete rather than
cooperate with each other.
Fierce competition in times of need and production of constant innovation, we cannot think
of organizations that do not require projects. In this sense, several successful cases justify
that to lead a project, you should use a "project manager", a professional with very different
skills in relation to the manager of a functional area, and it has been increasingly requested
by organizations.
Currently it is relatively normal to see conflicts between functional managers and project
managers. The cause of this is directly connected with the change of paradigm necessary to
enter the project managers in the structures and processes of the companies, which is
considerably difficult to achieve.

Projects are usually run by teams with several people with knowledge in different areas,
which means to receive people from different departments. Remember that most
companies have organizational models of the "functional structure", for example there is a
division in accordance with their respective roles departments: Administrative, Financial,
Production, Sales, etc.
With the need to put project managers in their structures, the most natural for these
companies was to adapt its organization chart for the so-called "matrix structure".
In matrix structure the project manager is usually inserted in a functional area organized
vertically. But his performance starts to happen horizontally, with teams composed of
people from various company departments. The drawing below can illustrate the structure
of such an organization:

Of course there may be differences in the above example, but the important thing is to see
that even though hierarchically below the functional managers, project managers need to
have a direct influence on their teams' multi-departmental ", since they will be charged the
success or failure of the enterprise.
When we put ourselves in the place of functional managers, we see that until then they
were in their positions with a certain scope of activity (and power) when suddenly, had part
of it removed. And more: come to share it with lower hierarchical level professionals,
generating an understandable discomfort. Still, such an attitude must necessarily be taken
by senior management, which must also manage the tensions and to clearly define the roles
of each manager. One of the main reasons for these changes are "project managers are not
only executors deployments; they are also the planners and project organizers. Because of
that they are being held responsible for the success of the project, project managers should
also have control over the project. "
To reduce the stresses generated and the work function, it is important that everyone in
the company start to understand the differences in the roles of these two types of manager,
a"... The project manager is responsible for contacts with the customer, determine budget
and deadlines of the various stages of the project, while the functional manager is
responsible for the technical quality, allocation of its staff to the various team projects and
training."

Moreover, functional and project managers must work collaboratively, within the limits of
their roles. The functional manager should not see the project manager as an "invader" and
not impose its power on the authority of the project. On the other hand, the project
manager should not treat your colleagues functional managers as mere "service providers"
and much less modify predefined functional processes.
We should note that the functional manager remains central to the company its importance
at any time is decreased. With the coming of the project manager, the work of the
functional manager gains more focus, as it starts to turn his attention to the training of their
personnel, the constant improvement of the processes of their function, the design of
available professionals for project demand, etc. From these responsibilities, it is also clear
that it is not indicated that functional managers accumulate project management tasks as
they can get them out of the way.
From all this, it is quite clear that companies and people need must adapt to improve project
execution processes and, therefore, it is essential to make adjustments that should consider
structures and processes. At that time, senior management must be committed to change,
"buying the ideas" of good practice in project management and acting proactively to
minimize conflict, when it should also include the participation of the People Management
area. Finally, it is important that the professionals themselves are clear about their roles
and work with collaborative spirit. So they will be built relationships that will bring big gains
for the entire organization and especially to all managers alike.
1.4. Individuals must learn to do more managing of themselves.
It is essential to personnel identified with organizational philosophy and strategies that the
company wants to implement in its field of business.
Thanks to this identification, attitudes and behaviors taken by employees facilitate the
achievement of objectives further efforts to implement changes in systems and work
processes will be diminished.
Important in their field, companies have been successful and have achieved the positioning
of their brands and products in a market that every day looking for goods and services that
are provided at lower cost, better quality, greater customer satisfaction and expectation.
Such organizations have managed to be competitive thanks to internal efforts, the valuable
work that each person puts in their respective positions.
Employ adequate personnel management will serve in a company transcends in its market.
We know that guide staff is an art and more when we wish to achieve goals for the benefit
of the company in exchange for heavy sacrifices to reviewers.
They can achieve good results if when guide employees consider issues that involve and
commit therein. Some advices or recommendations are:
Select personnel serving with a premise: "Choosing the right person for the right job":
No doubt it is the beginning of success in the business, have people who are competent
in the work unit, will facilitate adaptation to changes and demands that the nature of
the post demand for achieving results. So if subjectively hires people without the vision
of its usefulness and development, surely involved in the tasks efficiently it will be a
limiting growth for both the company and the individual.
Establish a consistent philosophy of the company induction: No matter if employees
have found several years in the organization (what guarantees they really know and

implement the mission, vision, values, objectives and institutional policies ? comply
fully with the strategies of the company), absolutely all (new and old employees) must
have constant communication to sensitize the importance of organizational culture;
thus the constant interaction will help not only to know but to run, because they will
identify with it and can empathize with the strategic intentions of the company.
Communicate progress, intentions and details of the development of the activities of
the company: Communication is the basis of all interaction, consider it as the key that
will unlock the attention of employees and will be the constant that will allow you to
get involved with tasks that day by day arise in the work processes. It is important to
clarify that the more direct and timely the contact you have with your employees, will
favor the elimination of rumors that cause instability in job performance. Take "Tic" to
facilitate the process, but do not misuse them (remember, the more personal the
communication, it will be possible to interpret the answer to provide recipients).
Establish a system of motivation and incentives that meet the real expectations of the
members of the company: Having motivational strategies is essential for employees to
get involved and engaged. Note that even if you have money or enough materials to be
giving rewards for their performance at work resources, you must create institutional
habits in daily is valued worker effort and especially the treatment humanize the
employment relationship, classical "pat on the shoulder" is a detail that encourages the
member of the group and if the entity provides is an important hierarchy in the
organization; please reflect on the different ways to encourage people in their efforts
and time spent on the provision of services, the more trust and recognition be
provided, workers will be engaged and feel committed to respond efficiently in the
given tasks.
Make your workplace a place like home: Physically speaking, one of the necessary
stimuli for an employee to feel safe, quiet and august in the workplace, it is offering a
comfortable place, with the freedom to decorate (up the limits set by the company)
your workspace with personal badges or you remember back to one of their loved ones.
Occupationally speaking, creating a work environment of trust and cordiality induce the
employee to feel pleasurably more focused on getting involved in the work of his post.
Negotiate goals with each of his subordinates: Working for results has been an infallible
so that workers feel engaged in their formal job responsibilities form; and when the
negotiated objective has been consistent and quantitatively formulated according to
the expectations and technical capabilities of the company partner. When setting
objectives jointly they have the moral commitment to reach them, because they
themselves have established time and manner in which they will deliver results for the
benefit of the organization and themselves.
Apply empowerment in your employees in a friendly atmosphere: Give ability to carry
out their activities themselves, make them feel a greater freedom to be creative in their
methods of work; if we add the power of decision, job skills and tend to develop their
commitment to do their job effectively it will become a constant in their duties. It is
important to note that the confidence and motivation should be the factors that give
people the urge to have better results because an organizational supportive
environment will boost the involvement of people at work.

Work together: The nature of people is integrated into groups, which way the
confrontation to their environment channeled in the best way. Imagine now if that
group is really coordinated and complement their individual efforts, the results will be
synergistic because in addition to achieving the goals of the organization, group and
individual satisfaction will be obtained.
Enable the capabilities of employees: A worker has great potential, knowledge will
detect and seize one of the great responsibilities as a company, you should consider in
their development activities. Allocate investment in training in the field: technical,
professional and personal, make a comprehensive growth of employees; the
consequences will be reflected in greater security for jobs, greater satisfaction in their
professional growth, causing a moral commitment to work and collaborate in the
development of greater job responsibilities efficiently.
Enrich the responsibilities of employees with really significant functions: A person who
will assume important responsibilities, (with the help of the above recommendations)
will be able to assume them with gusto. That is, if it is oriented and coaching exercises
on it, new tasks will be considered as a challenge that can take as commitments for
better benefits. Here it is important that the new tasks assertively and arguments with
which their job functions will have a special value for the organization to prepare; if
properly transmitted, the employee will not see it as a burden more work, but as a new
opportunity for growth.
If the project manager and his team are totally dedicated to obtain the successful
completion of the project, then project management is only successful. This requires each
team member of the project team and office to have an excellent understanding of the
main and necessary project requirements. A project manager must understand the
fundamental principles of management, especially those involving the rapid development
of temporary communication channels. They also should have both business management
and technical expertise. Project managers must understand the technical implications of a
problem, since they are ultimately responsible for all decision-making.

Question 2

C. Ray Gullet (Personnel Management in the Project Organization, Personnel

Administration/Public Personnel Review, NovemberDecember 1972, pp. 1722)
identified the following five personnel problems.
Staffing levels are more variable in a project environment.
Performance evaluation is more complex and more subject to error in a matrix form
of organization.
Wage and salary grades are more difficult to maintain under a matrix form of
organization. Job descriptions are often of less value.
Training and development are more complex and at the same time more necessary
under a project form of organization.
Morale problems are potentially greater in a matrix organization.
How would you, as a project manager, cope with each problem?
Answer:
2.1. Staffing levels are more variable in a project environment.
How the project team is staffed, by either adding or removing people, will greatly impact
the team's productivity.
When staffing a development project, consider the following advice:
Include people who fit into the existing team culture. Good teams do not just appear
magically one day, but instead are grown and nurtured over time. Invite people onto the
team who will add value and, furthermore, who will not be disruptive. Similarly, you may
need to invite someone to leave the team if they do not fit well with the existing team and
they do not seem to be able to change.
People should want to be on the team. People are far more productive when they are
working on a project that they believe in and want to see succeed.
Build your team with "generalizing specialists". A generalizing specialist is someone with
one or more technical specialties who actively seeks to gain new skills in their existing
specialties as well as in other areas, including both technical and domain areas. Generalizing
specialists add value to the team because they have specialized skills that you need, while
at the same time appreciate the full range of issues that a general understanding of the
software development process and the business domain offers.
Include stakeholders. Stakeholders, including business stakeholders (such as end users) and
technical stakeholders (such as operations staff), can add significant value to your team.
Instead of just interviewing them to gain information from them, or asking them to review
your work, why not include them as active participants on the team?
Include specialists for short-term, specialized work. Specialists can still add value on an agile
development team, particularly when they have specific skills and experience that existing
team members do not have. It can often be very effective to bring a specialist into the team
for a short period of time to help with a specific task (such as installation and setup of an
application server, the development of an architectural spike, or simply taking part in a
review).
Assess available knowledge and skills. Give people opportunities to evolve their skills. At the
beginning of a project, the team may not have the full range of skills that it needs, or

perhaps a few individuals may not have the skills required to fulfill the roles they are filling.
This is a very common risk taken by the majority of project teams for the simple reasons
that you often cannot find the perfect combination of people and, even if you could, you
still want to provide people with opportunities to grow as professionals. Determine skills
improvement objectives and set up a plan to achieve them. Perform an assessment at major
project milestones to track progress against objectives.
Sometimes you will need to go against some of this advice due to environmental
constraints. Perhaps only specialists are available (although there is nothing stopping a
specialist from becoming a generalizing specialist), perhaps there are not as many
opportunities for people to try new things as they would like, or perhaps the stakeholders
are not available to be active members of the team. The advice above is designed to lead
to as high-performing a team as possible, but even partial adherence to this guideline will
improve the team.
2.2. Performance evaluation is more complex and more subject to error in a matrix
form of organization.
Matrix organizational structure is atypical because it brings together employees and
managers from different departments to work toward achieving a goal. The matrix structure
is a combination of structures and functional division. The first divided departments within
a company developed functions, while the second divides by product, customer or
geographic location. Small business owners must understand the benefits and limitations
of the matrix structure before implementing it in their business.
Efficient exchange of information: One advantage of the application of a matrix structure of
a business organization is that it can lead to an effective exchange of information. The
departments work closely together and communicate with each other frequently to solve
problems. Efficient communication lines improve productivity and enable rapid decision
making. For example, in a matrix structure, people in the departments of marketing, finance
and products may confer with others to formulate strategies. The exchange of specialized
information allows administrators to quickly respond to customer needs and organization.
Increased motivation: The matrix structure promotes a democratic leadership style. This
style incorporates input from team members before managers to make decisions. The
ability to provide valuable information before making decisions leads to employee
satisfaction and increased motivation. In a matrix structure, each employee brings
experience to the table. Managers are involved in day to day operations, which allowed to
make decisions through the point of view of employees.
Internal complexity: A disadvantage of the structure matrix is that may result in internal
complexity. Some employees may get to be confused as to your supervisor is very
straightforward. For example, an employee may receive different instructions on the same
subject from different supervisors in different departments. The dual authority and
communication problems can cause division among employees and managers.
Miscommunication or ineffective management can lead to employee dissatisfaction and
low morale. This situation can cause prolonged problems in an organization and experience
high employee turnover.
Expensive to maintain internal conflict: Another disadvantage of matrix organization
structure is that it is expensive to maintain. The cost of an airline usually increases due to

the need for double handling. Additional salary of an organization that can be paid to strain
its resources. Pooling of employees can cause unhealthy competition among administrators
of a company. The experience that employees bring to the table makes them valuable,
causing managers to seek their help. Competition for scarce resources may cause hostility
in the workplace and hinder production.
2.3. Wage and salary grades are more difficult to maintain under a matrix form of
organization. Job descriptions are often of less value.
-If someone has done extra work and that makes that the project improve then normally
the project must give some bonus also so for that employees may work hard and efficient
which is helpful for organization.
-Salaries and wages is necessary analize the skills and importance inside the project for each
employee and decide the correct wage and salary. Is necessary to be sure that people are
happy with their salaries and wages.
2.4
Training and development are more complex and at the same time more
necessary under a project form of organization.
Professional development isnt a one-time thing; it should be a continuous part of your
project management career. Make it a priority to assess and improve your skill set, and youll
increase your value to your organization and enhance your future career prospects.
While technical skills are core to project and program management, PMI research tells us
theyre not enough in todays increasingly complex and competitive global marketplace.
Companies are seeking added skills in leadership and business intelligence competencies
that can support longer-range strategic objectives that contribute to the bottom line.
The ideal skill set represented by the Talent Triangle is a combination of technical,
leadership, and strategic and business management expertise.

What this means to project and program talent what this means to you is a focus on
developing the additional skills you need to meet the evolving demands on your profession.
But in doing so, it also means new opportunities to elevate your value as a strategic partner
in business success.
2.5
Morale problems are potentially greater in a matrix organization.
They might be bored and tired with their job and they can feel that there would be no personal
development for them. So we can try to increase their good energy for working and make
them understand the advantages for them if they give their full try for the work they are doing.
In matrix organization it is not compulsory that all workers are skillful and permanent so
many times person feels frustrated from the work or it might not be appreciated for their job.

Question 3

Manager A is a department manager with thirty years of experience in the company. For
the last several years, he has worn two hats and acted as both project manager and
functional manager on a variety of projects. He is an expert in his field. The company has
decided to incorporate formal project management and has established a project
management department. Manager B, a thirty-year-old employee with three years of
experience with the company, has been assigned as project manager. In order to staff his
project, manager B has requested from manager A that manager C (a personal friend of
manager B) be assigned to the project as the functional representative. Manager C is
twenty-six years old and has been with the company for two years. Manager A agrees to
the request and informs manager C of his new assignment, closing with the remarks, This
project is yours all the way. I dont want to have anything to do with it. Ill be too busy with
paperwork as the result of our new organizational structure. Just send me a memo once in
a while telling me whats happening.
During the project kickoff meeting it became obvious to both manager B and manager C
that the only person with the necessary expertise was manager A. Without the support of
manager A, the time duration for project completion could be expected to double. This
situation is ideal for role playing.
Put yourself in the place of managers A, B, and C and discuss the reasons for your
actions. How can this problem be overcome?

How do you get manager A to support the project?

Who should inform upper-level management of this situation?

When should upper-level management be informed?

Would any of your answers change if manager B and manager C were not close
friends?
Answer:

About this case study Manager A has a big experience in the management field and with 30
years as a department manager, he perform project manager and functional manager tasks.
When organizations decided to incorporate formal project management department, manager
A assign this responsibility to manager B (30 year old and 3 year working experience on
projects) duties and responsibilities are now distributed and also work load not on one
shoulder to carry others as well. At the same time when organization structure build up
organization need one functional manager, manager B requested to manager A to assigned
this responsibility to manager C (26 year old and 2 year working experience) and also a friend
of B. This organization structure should be composite structure.

3.1 Composite (Mixed) structure

Manager A must report upper level management about new organization structure and
staff which include new project manager and functional manager from their company by a
meeting or typing an email or writing a memo to the owners of the company and CEO with
important information such as: their names, profile, and experience and also tasks which
manager A assign to manager B and Manager C.
When managers B and C Officially take charge on their positions, manager A give them
support via emails or other ways if any issues happen then asked to manager and explain
the situation if something serious or urgent manager call manager B or C to their place in
the company for meeting on the other hand he will help them using internet or his mobile
phone. He gets projects updates on a daily report because his responsibility to be alive to
every activity.
3.2 Project manager (Manager B)
A PM starts his career as a specialist in some field, later on being promoted to some
higher position.
He is required to be more skilled at synthesis.
The PM uses a system approach i.e. understanding the organizational problem, for
which the project is a part, the organization for which the program exists, as well as
the environment of the organization.
The PM is a facilitator and generalist.
He should be competent in the science of project along with having the technical
competence in some aspects.
He is responsible for organizing, planning, budgeting, directing, planning, and
controlling the project.

3.3 Functional Manager (Manager C)

1.
2.
3.
4.
5.
6.
7.
8.

He is in-charge of a firms functional depts. Such as marketing, engg., or

finance.
They are more skilled at analysis. Such heads are specialists in certain areas
only.
They are analytical in approach (breaking the system into smaller and smaller
elements) and they know something abt. the operation for which they are
responsible.
In case of any difficulty, they know how to analyze and attack it.
They are administratively responsible for deciding how something will be done,
who is going to do it, and what resources will be devoted to accomplish a task.
He is a direct, technical supervisor.
He should have knowledge in the technology of the process being managed.
The FM cannot allow the PM in taking control of the technical decisions in the
functional areas or to control the assignment of the functional area personnel.

3.4 functional manager vs project manager

Functional heads are usually specialist in the areas they manage. As functional managers,
they are administratively responsible for deciding how something will be done , who
will do it, and what resources will be devoted to accomplish the task

the PM, new or experienced, must oversee many functional areas, each with its own
specialists. Therefore, what is required is an ability to put many pieces of task together

to form a coherent whole-that is, the project manager should be more skilled at synthesis.
The functional manager uses the analytic approach and the PM uses the system
approaches.

The functional manager is a direct, technical supervisor. The project manager is a

facilitator and generalist. PM is responsible for organizing, staffing, budgeting,
directing, planning, and controlling the project. In other words, the PM manages it. but
the FM may affect the choice of technologies to be used by the project and the specific
individuals who will do the work

Above all a good project manager is one who can get the job done

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