The Mini-project Manager Concept

“Manage from the bottom up; not just from the top down; this creates personal commitment and accountability. ” – Bryce’s Law

INTRODUCTION

A couple of months ago we started a free service to analyze a person’s style of management. Through our “Bryce Management Analysis,” a manager answers a series of questions (30 in all) and, based on his responses, we produce a report which assesses his style of management as well as other attributes. For details, see:

http://www. phmainstreet. com/mba/bma. htm

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Although there are instances where a Theory X form of management can work effectively, it nonetheless represents a top-down unidirectional “master-slave” relationship. Theory X can work well in certain crisis situations, such as “crunch-time” projects, but it is hardly conducive for a normal mode of operation in today’s society. Let me be clear on this, under a Theory X form of management, project planning, estimating, scheduling, reporting and control is performed top-down. Instead, a bi-directional approach is recommended which is a critical aspect of the Mini-Project Manager concept.

CONCEPT

The Mini-Project Manager (MPM) concept is based on our experiences in several I. T. shops over a number of years and was first described in the Project Management activities of our “PRIDE” methodologies dating back to 1971. Unlike Theory X, the MPM concept seeks to empower workers and make them more responsible for their actions. It promotes more management and less supervision. Actually, under the MPM concept, the individual is expected to act professionally and supervise themselves.

There are still some top-down activities to be performed by management, such as project planning where projects are defined and prioritized. Further, managers select and allocate human resources to participate in project assignments. It also includes establishing project Work Breakdown Structures (WBS; e. g. , phases, activities, tasks) and precedent relationships between such structures. Here, the manager relies on such things as Skills Inventories, Resource Allocations, Calendars, and Priority Modeling tools.

After projects are assigned, workers estimate the amount of effort needed to perform the work. This is a critical aspect of the MPM concept and is typically not found in today’s Theory X environments. Here, the worker is asked, “What do you think?” But understand this, the worker’s estimate is an expression of his personal commitment to the work involved. If the manager does not agree with the estimate, he may ask the worker to rationalize his estimate. If the manager is unhappy with the answer, he may elect to give the assignment to someone else (perhaps another employee or a contractor). Nonetheless, the estimate is an expression of commitment by the person.

On the basis of l' estimacià ƒ  ³ N, then the Director calculates the programacià ƒ  ³ N of the project. While considérant that the worker desarrollà ƒ  ³ the l' estimacià ƒ  ³ N, the director calculates l' schedule. In this case, the manager considère EDT of the project and the relations précédentes. Mà ƒ S mportantly, the manager considère the indirect serviceable time and which assigns the worker. This means that the concept of MPM n' adhère not à the & quot; hour hombre& quot; for l' estimacià ƒ  ³ N of projects and programacià ƒ  ³ N. J' have examiné the différences in l' use of time in much others d' a artà ƒ culos, but in few words which to see time like:

AVAILABLE TIME – this is the time workers are available to perform work; e. g. , Monday through Friday, 9:00am – 5:00pm.

UNAVAILABLE TIME – this is the time when workers are not available for work; e. g. , weekends, holidays, vacations, and planned absences.

Available Time is subdivided into two categories:

DIRECT TIME – representing the time when workers are performing their project assignments and, as such, estimates are expressed in Direct Time.

INDIRECT TIME – interférences which empêchent the workers d' to achieve their tâches in the project. For example, of réunions, of the training courses, révision of the publications, the calls tA

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