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School of Business

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PMGT 4 0 2Proj ect Leade rship:Sk ills for Proj ect

ManagersMario Vasilkovs

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W eek 1 Agenda

Instructor Introduction

Class Expectations

College ServicesClass Introductions

Bio

Objectives

Introduction to Management andOrganizations

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Mar io Vasilkovs

Preferred Communication:

[email protected]

Office Hours:School of Business Lobby Phone

Officially: W 1030-1230

Informally: Wednesday afternoons

(416) 289-5000 X 2979Voice Message

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I nstructor ( Continued)

Selected Roles:

Project Manager (PM)

Project Director

Information Technology (IT) Director

Industries

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

Mid-Term & Final (35% each)

Multiple Choice & Short Answer

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6Week 1

Course Grading

Assignments (20%)

Short cases

Quizzes (10%)

On-Line

Multiple Choice

Mid-Term & Final (35% each)

Multiple Choice & Short Answer

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Class Expectat ions

7Week 1

Graduate-level Participation

Everyone has a contribution to make

Attendance

FACE IT NOW:

As a Project Manager youre goingto have to get up in front of a roomof people and talk.

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8Week 1

College Policies Highlight s

Final Examinations:

Week of Aug. 16

Any time that week

Do not schedule unavailability

No admission 30 min. after start

College Photo ID required

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

Preferred

Subject Line: Course, Section, Topic

Goal: 1 business day turnaround

[email protected]

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10Week 1

Highlighte d College Services

Library Learning Centres:

Tutoring

Lets Talk

Career & Counseling Centre

Study Skills workshops

C1-03

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Class I nt roduct ions

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 A speaks for B ...

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Sur vey Says

Managing today?

6 out of 11

Most Familiar Industry:

10 %

20%

20%10%

40 %

Pharma

Construction

I T Services

Public

Engineering

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I nt roduct ion t oManagem ent and

Organizations

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W ho are m anagers?

The definition:

Someone who works with andthrough other people bycoordinating their work activitiesin order to accomplishorganizational goals Text p. 4

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Top

ManagersMiddle Managers

First-Line Managers

Nonmanagerial Employees

Top

ManagersMiddle Managers

First-Line Managers

Nonmanagerial Employees

Tex t Exhibit 1 - 1

Supervisors

C-Level,Report t oOwners

From thislevel up:

managingmanagers

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Universality of Managem ent

All Sizes of Organizations

Small Large

All Types of Organizations

Profit Not-for-Profit

All Organization Levels

Bottom Top

ManagementIs Needed

in...

All Organizational AreasManufacturing Marketing

Human Resources AccountingInformation Systems etc.

Text Exhibit 1- 8

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W hy study m anagem ent?

The universality of management

Good management is needed in allorganizations

The reality of work

You either manage or are managed

Self-development / Self-

employmentYou are your own manager

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18Week 1

W hat is Managem ent?

The definition:

Coordinating work activities so that theyare completed efficiently and effectively withand through other people (Text, p. 6)

Efficiency:

Doing things right

Effectiveness:

Doing the right things Complex subject, many perspectives:

Function, Roles, and Skills

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W hat is Funct ional?

Plan Define goals

Establish strategies to achieve goals

Develop plans to integrate and coordinateactivities

Organize Determine tasks and their grouping

Assign tasks

Reporting structure

Decision-making structure

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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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Planning

Defining goals,establishingstrategy, anddevelopingsubplans tocoordinateactivities

Lead to

Organizing

Determiningwhat needsto be done,how it willbe done, andwho is to do it

Leading

Directing andmotivating allinvolved partiesand resolvingconflicts

Controlling

Monitoringactivitiesto ensurethat they areaccomplishedas planned

Achieving theorganizations

statedpurpose

Text Exhibit 1- 3

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W hat is Roles?

Mintzberg (1973) categorizedobserved management behaviorinto 10 roles.

Interpersonal Figurehead

Leader

Liaison

Informational Monitor Disseminator

Spokesperson

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W hat is Roles?

Decisional

Entrepreneur

Disturbance Handler

Resource AllocatorNegotiator

Different management positions or

levels involve a different mix ofroles

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W hat 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

Conceptual Skills:Ability to think and form concepts

Analyze and generate ideas

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W hat is Skills?

opManagers

MiddleManagers

Lower-levelManagers

Importance

ConceptualSkills

HumanSkills

TechnicalSkills

Text Exhibit 1- 4

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Relat es t o Project Manage m ent?

Functional Perspective:

Plan Work Breakdown

Organize Assign Tasks

Lead Resolve Conflicts

Control Monitor resources

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Roles Perspective:

Figurehead Ceremonial Tasks: Groundbreaking, Go-Live

Leader Motivating Team

Liaison Representing Team

Monitor Evaluate project progress

Disseminator Informing team

Spokesperson Report project progress

Entrepreneur Improve team operationsDisturbance Handler Adapting to crises

Resource Allocator Scheduling, budgeting

Negotiator Procuring Resources

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Skills Perspective:

Conceptual Task Breakdown& Dependencies

Human Leadership

Technical PM Tools & Techniques

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W hat is an Organiza tion?

Definition:

A deliberate arrangement of people toaccomplish some specific purpose

Characteristics:

Distinct Purpose

Business, Political, Social

Deliberate Structure Tasks, Responsibility, Accountability

People

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How are orga nizat ions cha nging?

Traditional

Stable

Inflexible

Job-focused

Work is defined by job positions

Individual-oriented Permanent jobs

Command-oriented

Managers always makedecisions

Rule-oriented

Homogeneous workforce Workdays defined as 9 to 5

Hierarchical relationships

Work at organizational facilityduring specific hours

New Organization

Dynamic

Flexible

Skills-focused

Work is defined by task

Team-oriented Temporary jobs

Involvement-oriented

Employees participate indecision making

Customer-oriented

Diverse workforce No time boundaries

Lateral and networkedrelationships

Work anywhere, anytime

Text Exhibit 1- 6

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W hy ar e orga nizat ions cha nging?

A factor: world employment shift

Hunting/Gathering Agriculture

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

Agriculture Manufacturing

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

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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W hy ar e orga nizat ions cha nging?

Management emphasis:

Hunter/Gatherer

The environment

Agriculture Crops and livestock

Manufacturing

Machines and Materials

Services

People

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W hat w ere t rying 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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