Page03

Selecting the project manager   The most important decision made by  upper-level management is the selection of project managers. Some managers work best on long-duration projects where decision making can be slow; others may thrive on short-duration projects that can result in a constant-pressure environment. A director was asked whom he would choose for a key project manager position—an individual who had been a project manager on previous programs in which there were severe problems and cost overruns, or a new aggressive individual who might have the capability to be a good project manager but had never had the opportunity. The director responded that he would go with the seasoned veteran assuming that the previous mistakes would not be made again. The argument here is that the project manager must learn from his own mistakes so they will not be made again. The new individual is apt to make the same mistakes the veteran made. However, this may limit career path opportunities for younger personnel.  He must not only keep track of what is happening but also play the crucial role of advocate for the project. Even for a seasoned manager, this task is not likely to be easy. Hence, it is important to assign an individual whose administrative abilities and skills in personal relations have been convincingly demonstrated under fire.   Selection process for project managers   The selection process for project managers is not easy. Five basic questions must be considered:   . What are the internal and external sources? . How do we select? . How do we provide career development in project management? . How can we develop project management skills? . How do we evaluate project management performance?   Project management cannot succeed unless a good project manager is at the controls. It is far more likely that project managers will succeed if it is obvious to the subordinates that the general manager has appointed them. Usually, a brief memo to the line managers will suffice.   Responsibilities of the project manager   The major responsibilities of the project manager include: To produce the end-item with the available resources and within the constraints of time, cost, and performance/technology To meet contractual profit objectives To make all required decisions whether they be for alternatives or termination To act as the customer (external) and upper-level and functional management (internal) communications focal point To "negotiate" with all functional disciplines for accomplishment of the necessary work packages within the constraints of time, cost, and performance/technology To resolve all conflicts   If these responsibilities were applied to the total organization, they might reflect the job description of the general manager. This analogy between project and general managers is one of the reasons why future general managers are asked to perform functions that are implied, rather than spelled out, in the job description. As an example, you are the project manager on a high technology project. As the project winds down, an executive asks you to write a paper so that he can present it at a technical meeting in Tokyo. His name will appear first on the paper. Should this be a part of your job? As this author sees it, you really don't have much of a choice. In order for project managers to fulfill their responsibilities successfully, they are constantly required to demonstrate their skills in