DİPLOMATİK YAZIŞMA VE PROTOKOL

A project is temporary so that the project manager position is temporary and may end when the assigned project is completed.

The PM must possess disparate set of skills such as management of conflict, team and risk change, leadership, technical problem solving, and customer relationship. They are organized, passionate and goal-oriented who understand what projects have in common, and their strategic role in how organizations succeed, learn and change.

Negotiating skills: For example, as a project manager, you will receive requests from stakeholders that may possibly affect the scope of a project. You’ll have to push them back, but diplomatically, all interested parties think they get what they want. Then there are inevitable conflicts that will arise between team members or other people involved in the project. If you are good at negotiation, you can resolve these disputes before threatening and failing the project.

Perfect visionary: The project manager needs to be able to see the few steps ahead and estimate the results of the existing actions. A visionary project manager can take the team members in the right direction and easily adapt to changes on their way.

Meredith and Mantel (2009) present the typical responsibilities of a project manager in a project organization by indicating those functional areas:

Pros: • It can often be a steppingstone to promotion. • It provides a strong sense of accomplishment. • There’s considerable variety: no two days are alike. • There’s signicant freedom of choice. • It aords the opportunity to eect change across the organization.

Cons: • It requires signicant tolerance for politics. • It requires signicant tolerance for ambiguity and uncertainty. • There’s a lot of responsibility, but little or no authority. • You may feel “disconnected” from your technical discipline. • You may be perceived by some as not having “a real job.” Fig

Internal Stakeholders are as follows:

Leaders:

Focusing on the important things, including:

The Five Stage Development Team Model (Pinto, 2016):

We can understand that the roles can change according to the type of a project. However, the duties of the project team members remain. These duties are as follows:

One of the most important decisions concerning
the project is the selection of the PM. Meredith
and Mantel (2009, p127) mentioned a list of some
of the most popular attributes, skills and qualities
that have been sought in the selection of the PM:
• A strong technical background
• A hard-nosed manager
• A mature individual
• Someone who is currently available
• Someone on good terms with senior
executives
• A person who can keep the project team
happy
• One who has worked in several different
departments
• A person who can walk on (or part) the
waters

The attributes
of the project manager that determine their roles in a project are as follows:

1. Powerful communication skills: A PM must be a good communicator so that he/
she can connect with people either in the project team or other at all levels. The PM
must clarify the goal of the project together with the responsibilities and tasks of team
members, expectations and feedback.

2. Proficient technical skills: There are some
crucial project management software and
related programs to achieve the project
goals. Thus, an effective PM must have
strong technical knowledge to understand
the technical aspects. Moreover, technical
as well as theoretical knowledge can greatly
help the manager take strategic initiative
when needed.

3. Managing resources: This may also be
called management skills. In general, this
may be either cost management or task
management. However, those are not
the only two management elements. As
time, money, people, equipment, etc. are
the resources to be managed, an effective
manager should be good at managing
resources.
4. Good decision maker: Since there are always
decisions to be made, the project manager
should be a very good decision maker.
These decisions can be instantaneous, as
well as time-consuming decisions.
5. Managing Risk: Whether the project
is small or large, the risk is inherent.
Therefore, identifying, evaluating, and
controlling risk before carrying out the
project is the risk management attribute
that the project manager must possess in
order to be effective.
6. Perfect visionary: The project manager
needs to be able to see the few steps ahead
and estimate the results of the existing
actions. A visionary project manager
can take the team members in the right
direction and easily adapt to changes on
their way.
7. Negotiating skills: For example, as a
project manager, you will receive requests
from stakeholders that may possibly affect
the scope of a project. You’ll have to push
them back, but diplomatically, all interested
parties think they get what they want. Then
there are inevitable conflicts that will arise
between team members or other people
involved in the project. If you are good at
negotiation, you can resolve these disputes
before threatening and failing the project.
8. Team building: The project manager
cannot execute a project alone. Therefore,
the project manager should form a team to
work with before continuing the project.
Project managers need to manage the team
operationally as well as leading a team from a strategic perspective. We will give details regarding
this attribute in the following sections.
9. Leadership: This attribute is a vogue word for project management world. The concepts of manager
and leader are all mentioned together. In general, leadership is the top first attribute of a project
manager, but we mentioned it last because we believe that this should be given in detail. Thus, the
following section will focus on the managing versus leading a project topic.

The Pros and Cons of Becoming a Project Manager

Pros:
• It can often be a steppingstone to promotion.
• It provides a strong sense of accomplishment.
• There’s considerable variety: no two days are alike.
• There’s signifcant freedom of choice.
• It affords the opportunity to eect change across the organization.

Cons:
• It requires signifcant tolerance for politics.
• It requires signifcant tolerance for ambiguity and uncertainty.
• There’s a lot of responsibility, but little or no authority.
• You may feel “disconnected” from your technical discipline.
• You may be perceived by some as not having “a real job.”

Although the PM is novice or experienced, he/she must inspect many functional areas, each with its- own experts. Hence, the PM who uses systems approach, should be more skilled at synthesis. Meredith and Mantel (2009) present the typical responsibilities of a project manager in a project organization by indicating those functional areas as shown in Figure 5.1.

Project manager: Finance Engineering Contracts Planning Manufacturing Procurement Quality

Figure 5.1 Typical Responsibilities of a Project Manager in a Project Organization (Meredith, & Mantel, 2009, p. 109)

The Pros and Cons of Becoming a Project Manager

Pros:
• It can often be a steppingstone to promotion.
• It provides a strong sense of accomplishment.
• There’s considerable variety: no two days are alike.
• There’s signifcant freedom of choice.
• It aords the opportunity to eect change across the organization.

Cons:
• It requires signifcant tolerance for politics.
• It requires signifcant tolerance for ambiguity and uncertainty.
• There’s a lot of responsibility, but little or no authority.
• You may feel “disconnected” from your technical discipline.
• You may be perceived by some as not having “a real job.”

External and Internal Stakeholders

External Stakeholders:
Customers
End users
Suppliers
Shareholders
Regulatory bodies
Competitors

Internal Stakeholders:
Sponsor
Resource manager
Project management
oce (PMO)
Portfolio steering
committee
Program manager
PMs of other projects
Team members

External and Internal Stakeholders

External Stakeholders:
Customers
End users
Suppliers
Shareholders
Regulatory bodies
Competitors

Internal Stakeholders:
Sponsor
Resource manager
Project management
oce (PMO)
Portfolio steering
committee
Program manager
PMs of other projects
Team members

In project management, effective team leaders can usually create a partnership approach between themselves and their teams. The idea of leadership as a partnership is crucial for project management because it emphasizes the importance of all leaders ultimately dependent on their teams to achieve their project objectives. Four things are required to develop the idea of partnership between the project manager and the team (Pinto, 2016, p118):

1. Exchange of purpose: Partnerships require that every worker be responsible for defining theproject’s vision and goals. A steady dialogue between the project manager and team members can create a consistent and widely shared vision.
2. A right to say no: It is critical that all members of the project team feel they have the ability to disagree and to offer contrary positions. Supporting people’s right to voice their disagreements is a cornerstone of a partnership. Losing arguments is acceptable; losing the right to disagree is not.
3. Joint accountability: In a partnership, each member of the project team is responsible for the project’s outcomes and the current situation, whether it is positive or shows evidence of problems.The project is shared among multiple participants and the results of the project are also shared.
4. Absolute honesty: Partnerships demand authenticity. An authentic atmosphere promotes straightforwardness and honesty among all participants. Because we respect each team member’s role on the project, we make an implicit pact that all information, both good and bad, becomes community information. Just as honesty is a cornerstone of successful marriages, it is critical in project team relationships.

Stag _defining characteristics

Forming: Members get to know one another and lay the basis for project and team ground rules.

Storming: Conflict begins as team members begin to resist authority and demonstrate hidden agendas and prejudices.

Norming: Members agree on operating procedures and seek to work together, develop closer relationships, and commit to the project development process.

Performing:Group members work together to accomplish their tasks.

Adjourning: Groups may disband either following the completion of the project or through significant reassignment of team personnel.

Parker (2008) indicated four styles of team members where each contributed in different ways to the success of the team, and each style had a downside when carried to an extreme. According to Parker’s study:

• A Contributor is a task-oriented team member who
enjoys providing the team with good technical
information and data, does his or her homework, and
then pushes the team to set high performance standards
and to use their resources wisely.