PROJECT MANAGER SLIDES IMMERSIVE ENVIRONMENTS STEVE DIPAOLA V4 1109

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Project Manager:

Project Manager Slides Immersive Environments Steve DiPaola v.4 11/09

Project Manager Definition

Project Manager:

Organizes / manages resources to deliver all the work required to complete a QUALITY project
- within defined scope, time, and other constraints.

Resources of a Project:

time, people (and their talents), materials (eg. data), space (phys & virt), quality level, risk level, money

Planning: what can we achieve with the talents of this team, with these given resources (hard/software, source data) in this time frame that best satisfies the project goals. For example: if half your team isn't programmers you can't make a game. If you have 5 weeks versus 13 weeks … , if your going public with it versus making a prototype : risk.

Project Manager's Job

A Project Manager:*

strives to maintain the progress and productive mutual interaction of various parties.
must be able to envisage the entire project from start to finish and ensure that this vision is realized.
keeps their team on track* and on vision*, and put out fires that show up along the way.
should not 'do' but make sure everything is being done: makes sure impediments are removed.
protects and nourishs the talent; to let them do there jobs as best they can.

Cultivate team talent - Your look good (succeed) with a productive, happy and talented team, create an atmosphere for them to thrive in: the job is clear, resources are ready, communication abounds.

Three biggest issues in project management

#1 Creative veering:

Because of bad communication, a talent (art, programming, …) is doing a great job at the wrong thing - or has veered enough where it will affect project flow.
The project manager then has to:

- get them back on message

- do so in a way that does not put down their great work.

This happens because work is underspecified, too boring (not creative for the individual), or no one has checked in with them in a long time. IT SEEMS TRIVAL BUT creative veering is the BIGGEST problem for creative teams!

Three biggest issues in project management

#2 Under utilization - 'what should I do':

- team members have finished some work and do not know what to do next and are stagnate ( bored, annoyed and often veer).

#3 Waiting for resources:

- often a talent can not do their job because the are waiting for resources. It could be resources to work on ( computer, software, …) but most often it is pipeline resources - getting output from other team members (or other teams or from source material).

Solutions: Three biggest issues in project management

Creative veering:

Communicate the goal and direction : initially and often (with updates)
make sure everyone knows not only what they doing but what everyone else is doing

- how and why it fits together

make sure talent has work that is open and creative enough within bounds of the team flow

- use your teams creativeness, don't fight it: don't be a creative dictator

be responsive to issues where choices need to be made

- forks/choices need to be brought back to the team

Solutions: 3 biggest issues in project management

Under utilization:

allow all team members to understand the whole process so they can move around
reward work initiative where talent looks for other work issues to solve
be flexible, if a resource issue comes up move someone to another area

Waiting for resources:

resources are your job: anticipate issues, make contingencies & create redundant critical positions/paths
work with templated or prototype resources: final output is not needed to move to the next step.

- talent can make a process based on 1 example resource, then is ready when the flood of final resources arrive.

be flexible and have alternative workflow

Making of Great Project Manager

You are not the boss, do not dictate, do not control creative decisions: mentor*, foster* …
Cultivate talent, show them how to be stars**, look for each indiv.'s talents* and nurture them*
Do not be a control monger: they do, you support* - you create the atmosphere
Create 'fame' by praising best members and good work, that other members will aspire to

- internal to the team & to the entire organization: "this is our teams creative genius"

- delegate, delegate, delegate: cultivate & reward by given more control to best members

- in the end, you are trying to build your replacement, cultivate and teach all

If you are doing major hands-on work (when no one else does) you are not doing your job
Your number one job is to put fires out to make the atmosphere for your team to thrive

CHOOSES A COLLEGE PROJECT RUBRIC (FILL IN
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14 NOVEMBER 2005 PATRINA BUCHANAN PROJECT MANAGER INTERNATIONAL

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