160
UNIT 8 PROJECT MANAGEMENT AND GENERAL
161
Planning and implementing projects, delegating work appropriately and taking responsibility for the outcome
Recruiting, supervising, motivating and developing staff, to ensure effective team working
Communicating effectively with colleagues, customers and suppliers
Controlling finances and managing budgets
Problem solving and dealing with complaints and managing change during the introduction of new work systems.
2.0 OBJECTIVES
At the end of this unit, you should be able to:
define the project management
define the general management
discuss the relationship between project, program, and portfolio management and their contribution to enterprise success.
3.0 MAIN CONTENT
3.1 Project Management vs General Management
The question may arise as to the need to look at project management as a separate field of study. The reason is simple and obvious. Project identified are entrusted to a team of personnel and they are expected to see to it that the project completed within the time frame and making use of the allotted resources. Thus, the project personnel are assigned with the responsibility of completing the project within the limits of time and resource constraints and they are given the required authority to carry out their functions. Thus, the reasons for forming a project team is to assign authority and to fix responsibility for achievements on a small group of personnel ( project team members) where the jobs to be performed by them in completing the project activities do not clearly fall within the definition of routine organisational work.
The major difference between a general manager and a project manager is that a general manager manages mostly routine organisational activities while a project manager manages non-routine activities.
In other words, a general manager manages ‗non-project‘. A general manager comes across non-routine activities only very rarely. Hence, a general manager can manage by exception. Almost every routine activity is handled by subordinates since there are well laid out, clearly defined courses of actions to be performed in handling routine activities.
The general manager has to tackle those non-routine activities that occur
162
only rarely. He can delegate management of routine activities to his subordinate and he has to deal only with the exceptions.
While a general manager comes across exceptional non-routine activities rarely, every activity that a project manager comes across is an exception. Hence a project manager needs to be highly flexible and should have high degree of adaptability.
3.2 Program and Project Portfolio Management
About one-quarter of the world‘s gross domestic product is spent on projects. Projects make up a significant portion of work in most business organisations or enterprises, and successfully managing those projects is crucial to enterprise success. Two important concepts that help projects meet enterprise goals are the use of programs and project portfolio management.
Programs
A program is ―a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.‖ As you can imagine, it is often more economical to group projects together to help streamline management, staffing, purchasing, and other work.
The following are examples of programs:
A construction firm has programs for building single-family homes, apartment buildings, and office buildings, as shown in Figure below. Each home, apartment building, and office building is a separate project for a specific sponsor, but each type of building is part of a program. There would be several benefits to managing these projects under one program, For example, for the single-family homes, the program manager could try to get planning approvals for all the homes at once, advertise them together, and purchase common materials in bulk to earn discounts.
A clothing firm has a program to analyse customer-buying patterns. Projects under this program might include one to send out and analyse electronic surveys, one to conduct several focus groups in different geographic locations with different types of buyers, and a project to develop an information system to help collect and analyse current customers‘ buying patterns.
A government agency has a program for children‘s services, which includes a project to provide pre-natal care for expectant mothers, a project to immunise newborns and young children,
163
and a project for developmental testing for pre-school children., to name a few.
Fig.8.1
A program manager provides leadership and direction for the project managers heading the projects within the program. Program managers also coordinate the effort of project teams, functional groups, suppliers, and operations staff supporting the projects to ensure that project products and processes are implemented to maximise benefits. Program managers are responsible for more than the delivery of project results;
they are change agents responsible for the success of products and processes produced by those projects.
Program managers often have review meetings with all their project managers to share important information and coordinate important aspects of each project. Many program managers worked as project managers earlier in their careers, and they enjoy sharing their wisdom and expertise with their project managers. Effective program managers recognise that managing a program is much more complex than managing a single project. They recognise that technical and project management skills are not enough. In addition to skills required for project managers, program managers must also possess strong business knowledge, leadership capability, and communication skills.
SELF-ASSESSMENT EXERCISE i. Who is project manager?
ii. Who is a general manager?
4.0 CONCLUSION
You learnt about the relationship between the project management and general management. You also learnt the program and project portfolio management and the roles of program managers.
164
5.0 SUMMARY
The major difference between a general manager and a project manager is that a general manager manages mostly routine organisational activities while a project manager manages non-routine activities.
A program is ―a group of related projects managed in a coordinated way to obtain benefits and control that is not available from managing them individually.‖
6.0 TUTOR- MARKED ASSIGNMENT
1. What is the difference between project manager and general manager?
2. What are the roles of program managers?
7.0 REFERENCE/FURTHER READING
Teriba, O. & Kayode, M.O. (1977). Industrial Location and Development Policy In Nigeria, In Mabogunje, Akin L. &
Faniran, A. (1977). Regional Planning and National Development Ibadan: Ibadan University Press.
165