Federal Urdu university of Arts, Science and Technology (FUUAST)

Project Topic: Project Manager of 21st Century

Class:

BBA 7th

Submitted to:

Sir M. Waseem

Submitted by :

Numan Ejaz

Acknowledgment

I have taken efforts in this project. However, it would not have been possible without the kind support and help of many individuals and organizations. I would like to extend my sincere thanks to my teacher M.WASEEM who give me this opportunity and also help to complete this project. I am highly indebted to (SHAN CONSTRUCTION COMPANY) for their guidance and constant supervision as well as for providing necessary information regarding the project & also for their support in completing the project. I would like to express my special gratitude and thanks to industry persons for giving me such attention and time. My thanks and appreciations also go to my class fellow in developing the project and people who have willingly helped me out with their abilities.

Dedication

This project is heartily dedicated to my elder brother ARSLAN EJAZ and my lovely Parents who support me to complete this project.

Abstract
In this project I explain the techniques to become a modern project manager. The role of project manager in a project is very important as all the project depends on project manager effort. If a project manager use updates techniques and also has a different kind of skills it helps him to complete the project in time and budgeted cost. The project manager of 21st century has a lot of challenges at his door but he must be capable enough to overcome those challenges.

Table of contents

Acknowledgment.. 3 Dedication. 4 Abstract .... 5 Project manger . 7 Project manager topics. 7 Types of Project manger. 8 The Next Generation Project Manager 9 Leaders 13 Core Competencies 10 Key Capabilities of Next-Generation Project Managers. 12 Top 10 Qualities of a Project Manager... 14 What Does a Project Manager Do.. 16 Role of the Project Manager.. 17 Management Skills 21 Interpersonal Skills 23 Influence and Power of the Project Manager 25 Placing roles, responsibilities and skills together.. 26 Organizational study.. 27 Swot analysis. 31 Conclusion .. . 33

Project manager
A project manager is a professional in the field of project management. Project managers can have the responsibility of the planning, execution and closing of any project, typically relating to construction industry, architecture, Aerospace and Defense, computer networking, telecommunications or software development.

Project manager topics

Project management
Project Management is quite often the province and responsibility of an individual project manager. This individual seldom participates directly in the activities that produce the end result, but rather strives to maintain the progress and mutual interaction and tasks of various parties in such a way that reduces the risk of overall failure, maximizes benefits, and restricts costs.

Products and services

Any type of product or service pharmaceuticals building construction vehicles, electronics, computer software financial services etc. may have its implementation overseen by a project manager and its operations by a product manager

Project tools
The tools, knowledge and techniques for managing projects are often unique to Project Management. For example: work breakdown structures critical path analysis and earned value management. Understanding and applying the tools and techniques which are generally recognized as good practices are not sufficient alone for effective project management. Effective project management requires that the project manager understands and uses the knowledge and skills from at least four areas of expertise. Examples are PMBOK Application Area Knowledge standards and regulations set forth by ISO for project management, General Management Skills and Project Environment Management There are also many options for project management software to assist in executing projects for the project manager and his/her team.

Project teams
When recruiting and building an effective team, the manager must consider not only the technical skills of each person, but also the critical roles and chemistry between workers. A project team has mainly three separate components: Project Manager, Core Team and Contracted Team.

Risk
Most of the project management issues that influence a project arise from risk which in turn arises from uncertainty. The successful project manager focuses on this as his/her main concern and attempts to reduce risk significantly, often by adhering to a policy of open communication, ensuring that project participants can voice their opinions and concerns.

Types of project managers

Construction Project Manager
Construction project managers in the past were individuals, who worked in construction or supporting industries and were promoted to foreman. It was not until the late 20th century that construction and Construction management became distinct fields. Until recently, the American construction industry lacked any level of standardization, with individual States determining the eligibility requirements within their jurisdiction. However, several Trade associations based in the United States have made strides in creating a commonly-accepted set of qualifications and tests to determine a project manager's competency. The Project Management Institute has made some headway into being a standardizing body with its creation of the Project Management Professional (PMP) designation. The Constructor Certification Commission of the American Institute of Constructors holds semiannual nationwide tests. Eight American Construction Management programs require that students take these exams before they may receive their Bachelor of Science in Construction Management degree, and 15 other Universities actively encourage their students to consider the exams. The Associated Colleges of Construction Education and the Associated Schools of Construction have made considerable progress in developing national standards for construction education programs. The profession has recently grown to accommodate several dozen Construction Management Bachelor of Science programs. The United States Navy construction battalions, nicknamed the Seabees, puts their command through strenuous training and certifications at every level. To become a Chief Petty Officer in the Seabees is equivalent to a BS in Construction Management with the added benefit of several years of experience to their credit

Architectural Project Manager

Architectural project manager are project managers in the field of architecture. They have many of the same skills as their counterpart in the construction industry. An architect will often work closely with the construction project manager in the office of the General contractor (GC), and at the same time, coordinate the work of the design team and numerous consultants who contribute to a construction project, and manage communication with the client. The issues of budget, scheduling, and quality-control are the responsibility of the Project Manager in an architect's office.

Software Project Manager

A Software Project Manager has many of the same skills as their counterparts in other industries. Beyond the skills normally associated with traditional project management in industries such as construction and manufacturing, a

software project manager will typically have an extensive background in software development. Many software project managers hold a degree in Science, Information or another related field. In traditional project management a heavyweight, predictive methodology such as the waterfall model is often employed, but software project managers must also be skilled in more lightweight, adaptive methodologies such as DSDM, SCRUM and XP. These project management methodologies are based on the uncertainty of developing a new software system and advocate smaller, incremental development cycles. These incremental or iterative cycles are time boxed (constrained to a known period of time, typically from one to four weeks) and produce a working subset of the entire system deliverable at the end of each iteration. The increasing adoption of lightweight approaches is due largely to the fact that software requirements are very susceptible to change, and it is extremely difficult to illuminate all the potential requirements in a single project phase before the software development commences. The software project manager is also expected to be familiar with the Software Development Life Cycle (SDLC). This may require in depth knowledge of requirements solicitation, application development, logical and physical database design and networking. This knowledge is typically the result of the aforementioned education and experience. There is not a widely accepted certification for software project managers, but many will hold the Project Management Professional (PMP) designation offered by the Project Management Institute, PRINCE2 or an advanced degree in project management, such as a MSPM or other graduate degree in technology management.

The Next Generation Project Manager

Are you tired being an average project manager, working on average projects, being passed over for promotion, and getting an average performance review? You need to understand something right now. Being a certified Project Management Professional (PMP), proficient in the PM knowledge areas and having successful projects under your belt, is not enough to be a top performing project manager. There are new challenges and expectations today that require every project manager to evolve to the next level. If you do not take action now, you will be left behind.

New Challenges
Think of all the challenges you face on a daily basis: Motivating teams who are harder to mold and direct than those in the past. Introducing new services more swiftly to keep up with competitors. Managing change in all its variations from new company regulations, methods, policies, etc. Managing higher customer expectations. Managing higher company expectations. Being a project manager with a traditional "tyrannical management and control" management style does not succeed in this new business environment. This is one of the reasons why there have been so many project managers, from all industries, let go in the past 3 years. Business executives realized their traditional project managers were not

adding value to the organization. They could not meet new challenges and expectations. Traditional project managers are considered dead weight and on the endangered species list. Meeting these challenges demands leadership. Why would you want to change your management style? Well, let's see. Who is the best motivator? A Leader. Who gets the greatest effort and most insightful thinking from people? A leader. Who always meets stiff challenges and goals? A leader. Who summons from people old-fashioned workplace virtues like loyalty, commitment, and on-the-job exuberance? A leader. Who gets promoted? A leader.

Traditional Project Manager vs. Leader

So why are there so few leaders? Many believe the traditional "tyrannical management and control" management style based on ordering people around, kicking butt, and taking names gets results quicker. This can work, but there is a huge negative impact to employee morale, team performance, and long term success. Review the following list, A Leaders 13 Core Competencies, and see whether you are a traditional manager or leader. To keep your current project management position or advance your career, you need to understand the difference between the two and which leadership core competencies you will need to work on for future success.

Leaders 13 Core Competencies

1.

Management Style. Traditional project managers supervise, control and correct. Leaders strategies, inspire, and motivate.

2.

Goals. Traditional project managers focus on short term goals and follow endless series of internal processes to the letter. Leaders think and act like an owner of the company, recognize the importance of long term goals, have vision, and are committed to succeed.

3.

Thinking Style. Traditional project managers are satisfied with incremental gains and follow ideas that worked in the past. Leaders are constantly searching for new knowledge and new ideas, willing to learn better methods and make sure employees expand their knowledge base.

4.

Communication. Traditional project managers engage in one-way communication, give orders, and talk at people. Leaders encourage interactive communication, are receptive to both positive and negative feedback, and listen to employees and customers.

5.

Emotion. Traditional project managers are analytical and coolly detached. Leaders produce emotional energy. They inspire employees and customers to consistently achieve goals.

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6.

Trust. Traditional project managers are firm believers in Murphy's Law. They constantly monitor their employees. Leaders maintain a high level of trust with their employees.

7.

Openness. Traditional project managers are closed minded, need everything proven to them, and take pride in saying "NO!." Leaders embrace diversity and are highly receptive to new ideas and people who are different.

8.

Action. Traditional project managers gather good ideas and rarely implement them. They over analyze, resist making decisions and avoid risk. Leaders are self starters and action oriented, they think fast on their feet, come up with solutions to critical situations, and take calculated risks.

9.

Mentoring. Traditional project managers rarely coach or mentor employees. They focus on how things should be done and strictly follow procedures and checklists. Leaders help employees develop the habits they need to be more successful, empower employees to make decisions, observe performance and provide feedback.

10. Change. Traditional project managers like things the way they are, will do anything to avoid change, and see change as a threat. Leaders stimulate and relish change, adapt quickly to change, do not fear it, and see it as an opportunity. 11. Attitude. Traditional project managers are pessimistic and not approachable. Their first priority is to satisfy the boss, then customers and employees. They are judgmental and push blame down the line. Leaders realize the impact of a positive attitude; they treat everyone as special, remain objective, apologize and admit mistakes, and maintain a positive frame of mind. 12. Value System. Traditional project managers do not have personal or team values documented and they don't know their own corporate value system. Leaders document and refer to personal and team values daily, they believe values guide people, and values are something considered worthy in and of itself. 13. Performance Measurement. Traditional project managers rarely measure or review performance. When they do, the measurements are judgmental, and employees rarely know how they are performing on a dayto-day basis. Leaders are always measuring data based performance, track employee progress, involve the employee in tracking their own performance, and use the performance measurements as a training tool.

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How To Become a Leader

Were you born a leader? Of course not. Can you be a leader? Yes.

Leaders are made rather than born. To be successful and meet the new business challenges, traditional project managers must concentrate on developing the 13 Leadership Core Competencies. Leadership training, mentoring, experience, and daily dedication to the core competencies will be the key to your success in the future. To get started on your path to becoming a project management superhero, you need to take the first step. The following is a list of my favorite project management and leadership web sites that will help you take the first step: www.ccl.org, www.pmi.org, and www.business.com. My favorite leadership books include: "One Minute Manager," "Seven Habits of Highly Successful People," "Who Moved My Cheese," "Not Bosses But Leaders," "The Leader Manager - Guidelines for Action," "Enlightened Leadership," and "First Things First." Good luck with your future success.

Key Capabilities of Next-Generation Project Managers

Project managers might just have the toughest job in IT, responsible as they are for ensuring that high-stakes IT projects are completed on time and on budget. According to a new report from Forrester Research, the project manager's role is getting even more demanding and difficult to fill. It's no longer enough for project managers to possess good people skills and to be fluent in project management best practices, tools and methodologies. Project managers need to be flexible enough to adapt their approaches to the needs of the business ... they need even stronger communication skills than in the past.

10 Core Capabilities of a Next Generation Project Manager

Given the way the project manager's role is evolving and the critical nature of the role, Forrester Research developed a list of 10 core capabilities that IT leaders should seek in their project managers. They are: 1. Emotional Intelligence: The ability to pick up on events and interactions (both verbal and non-verbal) and to process those inputs in the context of the project plan.

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2. Adaptive Communication: The ability to articulate one's ideas--whether orally or in writing--to a range of individuals, groups and cultures using the most effective communication techniques for each group. 3. People Skills: The ability to quickly build and maintain positive relationships with team-members and stakeholders. 4. Management Skills: The ability to serve, motivate and focus a team and to foster collaboration among team members. 5. Flexibility: The willingness and ability to change one's approach to project management and/or course of action in response to business needs. 6. Business Savvy: Knowledge of the organization's business, strategy and industry. Ability to understand a strategy and align tactical work around that strategy. 7. Analytical Skills: The ability to think through problems and decisions. 8. Customer Focus: The ability to understand the end-user or end customer's needs and the drive to ensure that projects meet those needs. 9. Results-Orientation: The ability to get things done efficiently and effectively. 10. Character: The project manager should have an appealing personality and a strong moral and ethical character. Notably, technical- and traditional project management skills are absent from Forrester's list of core capabilities for next generation project managers, but not because those skills are no longer necessary. While those skills remain important, Forrester maintains that because the softer skills are more difficult to learn than hard project management skills, organizations may be better off hiring individuals who are strong in those key capabilities "even if they lack experience in accepted project management practices." It's an opinion that's likely to spark controversy in project management circles, but it underscores the changing nature of the role. "This role is essential to your success today and will be even more critical over the next decade as software delivery and business context evolve. Traditional soft skills and core capabilities still dominate as companies look to hire project managers, but new skills are quickly coming to the forefront.

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Top 10 Qualities of a Project Manager

What qualities are most important for a project leader to be effective? Over the past few years, the people at ESI International, world leaders in Project Management Training, have looked in to what makes an effective project leader. With the unique opportunity to ask some of the most talented project leaders in the world on their Project Leadership courses ESI have managed to collect a running tally on their responses. Below are the top 10 in rank order according to frequency listed.

Inspires a Shared Vision

An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who "lifts us up, gives us a reason for being and gives the vision and spirit to change." Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own. They offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organization.

Good Communicator
The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project leadership calls for clear communication about goals, responsibility, performance, expectations and feedback. There is a great deal of value placed on openness and directness. The project leader is also the team's link to the larger organization. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, project leaders support individual and team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team members.

Integrity
One of the most important things a project leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices. Creating standards for ethical behavior for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of project leaders. Leadership motivated by self-interest does not serve the well being of the team. Leadership based on integrity represents nothing less than a set of values others share, behavior consistent with values and dedication to honesty with self and team members. In other words the leader "walks the talk" and in the process earns trust.

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Enthusiasm
Plain and simple, we don't like leaders who are negative - they bring us down. We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why something can't be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and effective leaders know it.

Empathy
What is the difference between empathy and sympathy? Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object's special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history.

Competence
Simply put, to enlist in another's cause, we must believe that that person knows what he or she is doing. Leadership competence does not however necessarily refer to the project leader's technical abilities in the core technology of the business. As project management continues to be recognized as a field in and of itself, project leaders will be chosen based on their ability to successfully lead others rather than on technical expertise, as in the past. Having a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent.

Ability to Delegate Tasks

Trust is an essential element in the relationship of a project leader and his or her team. You demonstrate your trust in others through your actions - how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers, or end up doing all of the work themselves. As one project management student put it, "A good leader is a little lazy." An interesting perspective!

Cool Under Pressure

In a perfect world, projects would be delivered on time, under budget and with no major problems or obstacles to overcome. But we don't live in a perfect world - projects have problems. A leader with a hardy attitude will take

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these problems in stride. When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. "Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together.

Team-Building Skills
A team builder can best be defined as a strong person who provides the substance that holds the team together in common purpose toward the right objective. In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalize on each at the proper time, for the problem at hand.

Problem Solving Skills

Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project leaders to have excellent problem-solving skills themselves. They have a "fresh, creative response to here-and-now opportunities," and not much concern with how others have performed them.

What Does a Project Manager Do

Briefly, technology project managers fulfill the following broad requirements: Define and review the business case and requirements by regular reviews and controls to ensure that the client receives the system that he or she wants and needs. Initiate and plan the project by establishing its format, direction, and base lines that allow for any variance measurements and change control. Partner with the end users, work with project sponsors and other management to establish progress and direction of the project by achieving goals, reaching targets, solving problems, mitigating risks. Manage the technology, people, and change in order to achieve goals, reach targets, and deliver the project on time and within budget. Manage the project staff by creating an environment conducive to the delivery of the new application in the most cost-effective manner. Be able to manage uncertainty, rapid change, ambiguity, surprises, and a less defined environment.

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Manage the client relationship by using an adequate direct yet complete and formal reporting format that compliments a respected and productive relationship.

Drive the project by leading by example, and motivating all-concerned until the project accomplishes its goal.

Role of the Project Manager

One of the mistakes development organizations make is appointing a project manager only for the depth of her technical skills. It is not unusual to find a good engineer being promoted to project manager just for her technical competence. While it is true that one must have a good understanding of the technical aspects of the project, the principal areas of competence that are required in the management competence areas and these include communicating; planning, negotiating, coaching, decision-making, and leadership. These skills are often overlooked at the time of hiring or appointing a project manager; and they are supplemented by the functional support provided by the organizations back-office operations, such as accounting, human resource and logistics. Another common mistake is the poor definition of the role of the project manager, usually the job descriptions are too vague and put too much emphasis on the technical competencies required for the job, organizations make the mistake to assign the project manager the tasks and activities designed for the project, this may be true for certain small projects but for most of them the role of the project manager is one of integrator, communicator, and facilitator. The project manager is the ultimate person accountable for the project she is the one whose job it is to make sure the project gets done, and would be the principal contact person for the donor, beneficiaries and the key stakeholders. As responsible for the project she needs to make key decisions regarding the management of the resources available to the project, and to do that the organizations senior management needs to appoint the project manager, and give her the appropriate level of responsibility and authority for project direction and control. A Project Manager is also accountable to the Program Manager or Organization Director, depending on the size of the organization; and is accountable to the beneficiaries for delivering the project as planned. The Project Manager has the delegated authority to commit the organization on matters regarding performance that are within the scope of the project and the contract with the donor.

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Integrator
A key responsibility of the project manager is to ensure the proper integration of the project management processes and coordinate the different phases trough the project management cycle, that ensures that all areas of the project come together to deliver the project to a successful conclusion. This is the main role of the project manager; it is not related to the technical responsibilities of the project, which in most cases are managed by the project staff. The role of integrator involves three specific areas of responsibility: Developing the project management plans, which involves the development of all project planning documents into a consistent, coherent project plan document Implementing the project plan, which involves the execution of the project plan and ensuring all activities are performed by all the people involved Monitor and control the plan, which involves measuring the initial results against the intended objectives and coordinating all changes to the plans.

Project Plan Development

A project plan is the document used to coordinate all the project plans and used as a guide to implement and monitor the project. Plans should be dynamic and the project manager role is to ensure the plans have a level of flexibility to allow changes as the project makes progress or when the project environment changes. A project plan is a tool the project manager uses to lead the project team and asses the status of the project. In order to create a good project plan the project manager needs to practice the art of integration, since most of the information contained on the project plans come from many sources, usually from subject matter experts and project stakeholders. The role of coordinating all this information gives the project manager the opportunity to build a good understanding of the overall project and how it will be used to guide its implementation. Development projects are unique, and so are the project plans. A large project involving many people over many years would require a detailed project plan with complete and in depth information spanning many pages; on the other hand, a small project that involves a few people over a couple of months might have a project plan a few pages long. The project manager will tailor the project plan to fit the needs of the project; the plans are intended to guide the project implementation, not to hinder it with too detailed instructions. The content of a project plan can be used as a guideline for new Projects or as a check list to evaluate current project plans. Either way the project manager or the development organization can decide the minimum content of the project plan. It is a good practice if the organizations develop basic guidelines to help the creation of the project plan, since this document will be used as a communication tool with the donor, beneficiaries, management and other key stakeholders.

Project Plan Implementation

Project plan implementation includes all the efforts necessary to achieve the activity outputs, implementing the plan is essentially a guiding proactive role accomplished by a constant referral back to the project plan. This is the place where the project will spend most of its resources and it requires that the project manager manages and monitors the performance of the project activities as described in the project plan. Project planning and implementation are closely related and intertwined activities. Since the main objective of developing a project plan is to guide the

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project implementation, a good plan should help produce good outputs which ultimately lead to good outcomes. A good approach to help the coordination between project planning and project implementation is to have the same people who plan the activities be the people who will implement them. The project team needs to experience and build the skills to develop and implement a plan, the team that implements the plan has a better chance at success if its part of the plan development. Although project managers are responsible for developing the overall project management plan, they must solicit inputs from the project team members for each process area. Project implementation requires a different set of skills; such as leadership, communication, facilitating and negotiating skills. Project managers must provide leadership to interpret the project plans and the implementation guidelines, project managers must also be able to communicate with the project team and stakeholders to develop and implement good project plans. Project managers and their staff must posses the required expertise for successful project implementation. If they dont, it is the projects managers job to help develop the necessary skills, or find somebody else who can to the job or alert the organizations management of the problem. During implementation the best practices and good results from the early activities needs to be documented as to benefit future activities and facilitate improvements to the project plan

Project Plan Monitoring and Control

Monitoring and controlling the project involves identifying, evaluating and managing changes throughout the project management life cycle, the role of the project manager in this area involves achieving the following objectives: Ensure that changes are beneficial and contribute to the project success; this is achieved by influencing the factors that create changes and by making trade-offs among the projects constraints such as scope, schedule, budget and quality. Communicate significant changes to management, beneficiaries and donors, specially the ones that will impact the projects constraints. Update project plans and record changes. Performance reports provide information to measure the status of the project against the original plans or baseline. The purpose of the report is to identify any discrepancies or issues; the project team is then responsible to determine the best corrective actions needed. Changes are common in projects but they must be managed and properly documented, as they are the basis for project audits and help inform the project evaluators as to the reasons for the changes. Part of this role is to ensure that lessons learned are captured and shared with the organization to provide guidance to current or future projects.

Communicator
This is another important role of the project manager, but one that is often overlooked and not properly taken in consideration when assigning a project manager to a new project. Communication is providing relevant, timely information to the right people about the project. Communication is used to inform and educate the project Stakeholders about the project objectives, risks, assumptions and constraints. The communication or informational role is the most critical role for the success of the project. The organization functional managers, project staff,

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donors and key stakeholders need to make critical decision about the project, and the information they receive must be relevant, on time and accurate. Project managers in the role of communicators take three functions: to gather information from project staff and other people involved with the project; distribute the information to stakeholders, which includes the donor, beneficiaries, and the organizations functional managers; and the last function is to transmit the information to the external environment, such as the general public to gain support to the project. Project managers spend most of their time communicating. They hold meetings; develop reports (writing as well as orally) to the, donors, beneficiaries or senior management; they listen to issues; solve problems; provide direction and constantly negotiate for resources. Project managers success depends greatly on their ability to communicate. The project manager uses two forms of communication: 1. Formal communications which include progress reports and presentations to management or the beneficiaries 2. Informal communications which includes email messages, telephone calls, and team meetings The effectiveness with which this role is used is important to the success of the project and the project manager.

Leader
A project manager is above all a leader; the team needs direction for the life of the project and the project manager is responsible for leading the team to achieve the vision that the project has created, a project manager does this by facilitating, coordinating and motivating the team to achieve the project goals; this is a central role of the project manager and her ability to influence, inspire, direct, communicate will determine her effectiveness as a project manager. Leading is a central role; it involves working with and through others to achieve the objectives of the project. It is through the project managers ability to lead will determine the success of the project. The focus on this role is to ensure the project team and the project stakeholders have a clear vision of the objectives the project aims to achieve. During the curse of the project is not unusual that the team starts shifting its attention from the final objective; here is where the leadership role is needed and the project manager needs to communicate and motivate the team to the ultimate goal. The leadership role includes the facilitator, coordinator and motivator roles.

Facilitator
In this role the project manager acts as an individual who enables the project team to work more effectively; helps them collaborate and achieve synergy. The project manager is not responsible to do all the tasks of the project, that is the responsibility of the project team, the project manager role is to create the right conditions that enable the project team to carry their duties. The project manager also contributes by providing the framework to facilitate the interactions among the different groups so that they are able to function effectively. The goal of this role is to support the project team and the beneficiaries so that they can achieve exceptional performance. The project manager encourages full participation from the project team, promotes mutual understanding with the beneficiaries and cultivates shared responsibility among all project stakeholders. The facilitator role is mostly used when dealing

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with beneficiaries, since the project manager doesnt have any form of authority over this group he must provide an environment of trust where beneficiaries feel comfortable about contributing ideas and provide input to the project and discover the solutions that can help achieve the projects objectives.

Coordinator
Controlling is a responsibility to ensure the actions of the project team contribute toward the project goals; the project manager must establish standards for performance, measure performance and compare it with the established standards; detect variations and make the necessary corrections. This responsibility ensures that the project is on track.

Management Skills
The evolution of development projects has changed the skills required of project managers. Not long ago the emphasis was placed on technical skills and project managers were hired by the experience and proficiency in the technical area the project was involved in. In the last years the nature of development projects has changed considerably, projects are not just one-dimensional approaches focused on a single solution. Todays development project use multi-dimensional methods that include different approaches; these may include rights based, gender, and partnership. Project teams involve more and more stakeholders, and behavioral skills are becoming equally important as technical skills are. In this new time, to be an effective project manager, may require having an understanding of general management rather than being a technical expert. Projects are becoming more complex that it is simply no longer possible for the project manager to remain a technical expert in all aspects of the project. Project managers need to spend more of their time planning, organizing, directing and controlling the project rather than providing only technical direction. Project management is both a science and an art; its a science Because it requires the use of quantitative analysis such as charts, graphs, financial data; and an art because it deals with qualitative analysis such as negotiating, conflict resolution, political, interpersonal and organizational factors. In order to perform the functions of management and to assume multiple roles, project managers must be skilled in both the science and the art of project management. There are five managerial skills that are essential to successful management: process, problem solving, negotiating and conceptual skills

Process Skills
The project manager must have skills to use management techniques, procedures and tools. She must know how to interpret a budget report, know how to read a statistical analysis of a project baseline data, and understand the correct application of the different management methodologies. In addition to the above the project manager is expected to have skills in the effective use of information and communication technology to help her be more effective in her work. Process skills are related to working with processes and tools. They refer to using specialized knowledge and experience related to project management and the specific methodologies of the project for

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implementing project activities. These skills are necessary to communicate effectively with the project team, to assess risks, and to make trade-offs between budget, schedule, scope and quality issues. Since project managers do not do the actual work of the project, they do not need the same technical skill level as the people performing the work. This is not to say that the project manager doesnt need a level of technical expertise, the more expertise the project manager has in the process area of the project, the greater his effectiveness in managing the project. Process expertise is essential to identify potential problems and increases the ability of the project manager to integrate all aspects of the project. The project manager must maintain a general perspective and not let her technical competence lead to micro-managing or do the project work. She must concentrate on managing the project, letting the project team members perform the technical work and limit her technical involvement to evaluating the work of the team.

Problem Solving Skills

All projects are prone to encounter problems, problems that were not identified in the risk or scope definition of the project and that needs to be managed accordingly. Problem solving requires a good definition of the problem that is detected early enough to allow time to respond. In many cases the original problem is a symptom or a larger problem. Problem solving skills make use of different techniques, and by using these techniques the project manager can start to tackle problems which might otherwise seem huge, overwhelming and excessively complex. Techniques such as breaking problems down into manageable parts, identifying root causes of problems, analyzing strengths, weaknesses, opportunities & threats, must be mastered in order to solve problems. Additionally the project manager needs synthesis and analysis thinking skills. A project manager must be able to synthesize informationcollecting and arrange disparate information into a meaningful whole. A project manager must be able to see patterns in information and derive meaning from distinct pieces of data. Analysis is the skill of breaking a whole into component parts, much like decomposing work into a work breakdown structure (WBS.)

Negotiation Skills
Project managers spend a large portion of their time negotiating for resources, equipment or other support, and if they do not have strong negotiating skills, their chances of being successful are greatly reduced. A large part of negotiation takes place within the organization to get the resources the project needs, resources that are being requested by other project managers. Negotiation is the process of obtaining mutually acceptable agreements with individuals or groups. Depending on the projects structure and the level of authorization the project managers has to negotiate on behalf of the organization. Negotiation usually include making trade-offs when stakeholders request changes or modifications to the project and its resources; negotiation also includes dealing with vendors or consultants who are bidding for a specific good or service, this area may require the assistance of specialized staff such as representatives from legal or the procurement department. Negotiation skills also come handy when dealing with project beneficiaries and building agreements that will benefit both the project and the beneficiaries. Beneficiaries have in many instances other priorities and participating in the project activities may not be a main

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priority. The project manager must be able to find the best approach to develop common understanding and align the interest of the beneficiaries with those of the project.

Conceptual Skills
Conceptual skills is the ability to coordinate and integrate all the projects efforts, it requires for the project manager to see the project as a whole and not just the sum of its parts, ability to understand how all the parts relate and depend on one another. This skill is useful for its ability to anticipate how a change on one part of the project will affect the entire project. The bigger and more complex is the project, the larger is the need for this type of skill. This skill helps the project manager keep a clear vision of the ultimate goal of the project and understand its relationships and dependencies with the projects environment. Conceptual skills refer to the ability to see the "big picture." Project managers with good conceptual skills are well aware of how various elements of the project environment or ecosystem interrelate and influence one another. They understand relationships between projects, the development organization, the donor organization, the beneficiaries and its environment, and how changes in one part of the environment affect the project. Conceptual skills are necessary to appropriately deal with project politics and to acquire adequate support from top management.

Interpersonal Skills
Although technical expertise is important, project managers do not need to be expert in the projects technical area. In fact, it is better that the project manager be a generalist rather than an expert. The reason is that experts tend to be very narrow in their views. Experts leading a project are less likely to consider any other view than their own. The tendency is for experts to believe their solution is the right one, and therefore the only choice. A generalist, on the other hand, is far more open to the views and suggestions of the team members. On balance, the results of projects led by a generalist tend to yield much better deliverables than a comparable project led by an expert in one technical area. The most proficient project management skills in the world will not compensate for a procedural blunder caused by not understanding the company culture, policies, personalities, or politics. The project manager negotiates with many people and needs to know their personalities, needs, and desires. The more he knows about the organization, the better equipped that manager is to maneuver around pitfalls and get what is needed for the project. Every organization has a unique culture and individual divisions within an organization often have their own personalities. Understanding these cultures and personalities can help a project manager be more successful. Interpersonal skills require understanding people, their attitudes, and human dynamics. They represent the ability of a project manager to work effectively as a project team leader and to build cooperative effort with the project members and all other groups with which the project team interacts. They are most critical for effective performance in a project environment. Major interpersonal skills include: communication, team building, coaching, motivating, training, directing, persuading/influencing, negotiating, and supporting those involved in the project. The project manager must be sensible to the cultural differences when dealing with diverse people and their opinions, values, and attitudes. This is particularly true for the international projects that consist of the people of diverse cultures.

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Good interpersonal abilities build trust and confidence between members of the project team and help create good relations and a good working environment. The important interpersonal abilities required to handle projects are leadership; communication, behavior and negotiation:

Leadership Skills
Leadership skills are essential for project managers because project managers must influence the behavior of others. Project managers require leadership skills for the simple reason that they accomplish their work through people. Leadership is the predominant contributor to the success of the project manager. In small projects, good leadership can succeed even in a climate of otherwise unskilled management. This skill gives the project manager the ability to articulate a clear vision and provide direction.

Communication Skills
The second most important skill, and the one in which they will spend most of their time during the life of the project. Good communications skills include verbal and non verbal communications that enables a project manager to convey project information in a way that it is received and understood by all project stakeholders. This skill is important in any endeavor but is absolutely crucial in project management. It has been estimated that project managers spend 80 percent of their time just communicating: with the project team, the customer, functional managers, and upper management. Communication is only successful when both the sender and the receiver understand the same information as a result of the communication. By successfully getting the message across, you convey your thoughts and ideas effectively. When not successful, the thoughts and ideas that are sent do not necessarily reflect what is intended, causing a communications breakdown and creating roadblocks that stand in the way of the project goals.

Behavioral Skills
Behavioral skills are the skills that give the project manager the ability to work with people, and the ability to motivate people involved in the project. Behavioral skills are also known as people skills and these skills are needed in development projects due to the large and varied number of people the project interfaces with. Behavioral or people skills, its the ability to build cooperation between the project team, other project stakeholders, and the project organization. These skills require an understanding of the perceptions and attitudes, which help improve the morale of individuals and groups.

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Influence and Power of the Project Manager

Project managers are vested authority on the project by the organization, the authority provides a level of influence on the project and its members and the project manager can use to establish its power. Power is the ability to influence the behavior of the project team to do the things they will not normally do. A project manager can use five different types of power.

Coercive power
Is a negative approach to power, it uses some form of punishment or penalty treat to get people to do things. A project manager can threaten to fire a team member if they dont follow a specific assignment or change a behavior. This approach is usually used as a last resort when all other forms of influence have failed and should be done in coordination with the organizations management and never used as the only influence factor due to its negative impact on the teams motivation.

Reward power
Involves the use of incentives such as money, status, promotions, official recognition or special work assignments; these are used as a reward to get some desired behavior or assignment. The project manager can use these type of incentive based on the resources available to the project and polices of the organization.

Expert power
Is the use of personal expertise to influence the team to follow directions. If the team recognizes the project manager as a relevant expertise and has demonstrated this knowledge, then they will be more likely follow the project managers directions or suggestions on how work must be done.

Legitimate power
Is based on authority, and uses the power vested on the project manager by the organization to make decisions without involving the project team. Excessive use of this type of power can lead to project failure, the role and position plus the support given by management to the project manager are part of this part of type of power

Referent power
Is based on the personal charisma of the project manager, it is based on the leadership qualities of the project manager and how she has built a good level of trust with the team. This is a type of power that must be earned before it is used and its the best type of power to influence the team.

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Placing roles, responsibilities and skills together

Project managers are expected to accomplish project objectives by using their knowledge, skills, and practical experience. During the project management process, they have to use a combination of their roles (integrator, communicator, and leader) and skills (management and interpersonal). All these roles and skills are equally important in managing a project successfully. Successful project managers are expected to and must play any one, or a combination of these roles, depending upon the situation and the phase of the project life cycle. Project managers should place relatively more emphasis on their role as leaders during the initiation phase, as integrators during the planning phase, as managers during the implementation phase, and as administrators during the closing phase. However, it should be recognized that although these roles have some of their own distinct characteristics, there are also some characteristics that are common and overlapping. Effective project managers should be able to tailor their roles to the size, complexity, and environment of the project; cultural diversity of the people and overall organizational culture; and the circumstances surrounding the project management.

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Organizational study

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Introduction

SHAN CONSTRUCTION COMPANY has come a long way since our humble start in 2001.Such phenomenal expansion in such a short time period has been achieved through hard work, devotion to the cause and sincerity to the organization by our work force and management .in FY 2001-2002 our turnover stood at approximately Rs.5 million while in FY 2005-2006 we crossed Rs.250 million. We competed with the biggest names in the business and our finished works drew praise from our clients on most challenging projects. Their growing confidence in our abilities can be judged from the list of works accomplished so far.

Right now Shan construction company is actively engaged in major projects in Punjab, sindh and Balochistan with diverse nature projects including ,optical fiber laying, civil woks, GSM turnkey projects. Town development works, major engineering works like building of spillways and much more. We believe in quality work, always to the satisfaction of our patrons and expect our dedicated work force to achieve even higher levels of excellence, exemplary quality of work and maximum output through flexible planning and efficient management. Our on going projects including lying of optical fiber link (wateen longhaul) from Karachi to rahim yar khan. Construction works on akra dam (GWADAR) major drainage works in korangi area and DHA in Karachi and laying of broad band internet network in Islamabad.

We have recently completed warid network GSM in Multan region as well as CDMA project in the same area. Handling and management of such diverse works speaks itself of competent organization and skilful management that we possess.

With a voluminous experience and immaculate track record, we are consistently rendering world class services in the domain of technical management, planners and engineering services. So far we have worked with many corporate societies and leading architects and have successfully completed small as well as big projects. We always strive to offer the best of our services to our customers with a commitment to deliver value for every rupee they invest.

VISION
" SHAN CONSTRUCTION COMPANY has a vision to broaden its activity base to diversify into other infrastructure disciplines and achieve a healthy growth rate. The Company has established its ability to deliver quality jobs within budget and schedule."

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Construction services
THE COMPANY IS ENGAGED IN DIVERSE RANGE OF CONSTRUCTION RELATED ACTIVITIES ON A NATION WIDE Lying of fiber optical cables Industrial Construction, Residential Construction, Institutional (time bound challenging) Civil Constructions with professional planning and management. Civil, Building, Structural Construction and Roadwork. Residential, Mass Housing, Construction Work Maintenance of Telecom Network. laying Internet Networks Building of spillways Estimating and tendering services for sites anywhere in PAKISTAN on percentage basis. Project planning, technical supervision and management of time bound projects on percentage basis.

Affiliated
The company is listed as contractors with the following organizations. Pakistan Telecom Corporation National Telecom Corporation Ltd. (NTC) National Highway Authority (NHA) Kestral Logistic I.J.M Gulf Limited Zhongxing Telecom Pak. Ltd. (ZTE) Huawei Technologies Limited National Logistic Cell (NLC) China Harbour (Pvt) Limited E.R.R.A. Oil and Gas Development Corporation (OGDC) Frontier Works Organizations (FWO) C.W.O. Multinet (Pvt) Limited NAYATel (Pvt) Limited

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Completed Projects
Name of Project Job Descriptions Client Contractor PTCL/ZTE PTCL Cost 7 MILLION 4 MILLION Duration 2000 2001 2003 2004

Gulashan-a-Johar BT Project UG Cable Laying Laying of Optical Fiber Cable Gujrat-Gujranwala Laying of Optical Fiber Cable (DEFCOM) along coastal High way Maripur to Busy top 370 KM PTCL WLL CDMA Project Rawalpindi/Islamabad Region Wand GSM Project Multan Region PTCL CDMA Project Multan Region Optical fiber Access Network Rawalpindi/ Islamabad (OFAN) Optical Fiberacces Network (OFAN) Multan Makran Coastal Highway Optical Fiber Project Optical Fiber Access Network (OFAN) Karachi Wateen longhaul Project Mandi Baha Ud Din_ Sargodha DVCOM Islamabad Wateen longhaul Project, Karachi to Rahimyar Khan 600kms Storm water RCC Drains, Beach Avenue DHA Karachi and construction of culverts Optical Fiber Laying OSP and Allied Civil Works

NLC/ZTE

50 MILLION 2004

17 Sites Civil Works 25 sites Turnkey 6 sites Turnkey OFC OFC OFC OFC OFC OFC Optical Fiber laying (OSP) Civil

PTCL/ZTE Warid/Huawei PTCL/Huawei PTCL/ZTE PTCL/ZTE ZTE PTCL/Huawei Wateen/FWO DVCOM/Huawei Wateen/FWO

6.5 MILLION 2005 37 MILLION 2005 5 MILLION 30 MILLION 5 MILLION 2006 2005 2006 2005 2006

20 MILLION 2005 7 MILLION 7.5 MILLION 2005 2006 2005 2006

2.4 MILLION 2006 95 MILLION 2006

DHA/FWO

22 MILLION 2006

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Current Projects
Name of Project Job Descriptions Client Contractor
Completion

FWO CP Project 450 KMs NayaTel HEC Metrolink Phase-II Makran Coastal Highway Commercial Avenue DHA Karachi

Laying of OFC FWO CP Laying of OFC in Rawalpindi/Islamabad NayaTel Approx 300 KMs Construction of Culverts NHA / FWO from Gwadar to Jiwani Laying of Drainage & DHA Karachi, FWO Sewerage Lines

2014 2013 2014

2012

Swot analysis
Strength
Highly professional team with years of experience Well organized and comprehensive set up Immaculate track record Highly creative and cost effective

Good structured national network facilitates the boom of construction industry. . Sufficient availability of raw material and natural resources in the country is supportive for the industry.

Weakness
Chances of Natural disadvantage are there. Distance between construction projects reduces business efficiency. Training itself has become a challenge. Changing skills requirements and an ageing workforce may accentuate the skills gap. Improve in long-term career prospects is highly required to encourage staff retention and new entrants. External allocation of large contracts becomes difficult. Lack of clearly define processes and procedures for construction and its management. Huge amount of money need to be invested in this industry and

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Opportunities
Continuous private sector housing boom will create more construction opportunities. Public sector projects through Public Private Partnerships will bring further opportunities. Developing supply chain through involvement in large projects is likely to enhance the chances in construction. Renewable energy projects will offer opportunities to develop skills and capacity in new markets. More flexible training delivery techniques are now available. Financial supports like loan and insurance and growth in income of people is in support of construction industry. . Remote areas in the country are easily accessible and plenty of land is available in the country

Threats
Our construction industry suffers from capacity constraints, lack of trained manpower and managerial skills with performance much below international level. The industry is starved of finance. Small and medium contractors do not have the wherewithal to upgrade their capability, both hard and soft, to undertake high value time bound projects. Quality, safety, environment and social aspects are also not being addressed appropriately

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Conclusion
Rarely has a professional field evolved as rapidly as project management. It is totally different from what it was even 10 years ago. The struggle to stay abreast of new and rapidly evolving technologies, to deal with accumulated development and maintenance backlogs, and to cope with people issues has become a treadmill race as software groups work hard just to stay in place. A key goal of disciplined project managers is to avoid the surprises that can occur when these surprises almost always lead to bad news: canceled projects, late delivery, cost overruns, dissatisfied customers, outsourcing, termination, and unemployment. Indeed, we need to develop management by surprise (MBS) as a project management technique.

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