Chapter 6: The World’s Greatest Project Manager
In this chapter we see that they have to have a good administration to be able to handle all the personnel they need, and there is also talk about Structural Cybernetic Management, is the concrete application of natural cybernetic laws to all types of organizations and institutions created by human beings and to interactions with and within them.
It is very important to know how to manage your staff, because he had two thounsen people and had to do 6 projects, but he also had to choose which ones were the best to be a project manager. If we do not know how to handle our staff we can have many delays in many things, so the importance in the previous chapters of how to choose the right people.
The essential parts of the manager’s body. «Management involves heart, intestine, soul and nose. guide with the heart. So trust your instinct (trust your hunches), build soul in the organization and develop a bullshit nose.»
He is right, because you have to get completely involved, you have to guide yourself with what you think is right, follow your instinct even though others tell you no, have your organization’s shirt on, identify with it and be able to reject or accept things when you’re doing right or wrong.
Chapter 7: Taking on staff
In this chapter he begins with Belinda, Webster and Mr. T, doing interviews for project manager, as in the previous chapter they were in the search for 8 project manager. The first interview they had was a complete failure, since the interviewee was talking about a movie saying that in order to be like a good manager you needed to be like that main actor, who really did nothing but supervise and review the operation, never He got his hands dirty.
For the second candidate Belinda shortly after arriving, he commented that he was one of those indicated, how his office was organized and why before entering with him, he asked close people how he was and everyone spoke wonders about him. his office had many things attached to the wall in which you could see different things they were working on and he also involved everyone who was with him to match his ideas.
On the first day they did 30 interviews, but these were divided into two: Those belinda said hired interrupting the candidate or in which they let the interviewee talk to see if they hired him or not. They only have five good candidates.
From the Journal of Mr. T we can recapture this metaphor. «By the time the battle begins, the manager’s real work is already done.» It is very important to know that this is related to a battle rather than a manager, but that has to do with this. A general in a battle supervises and analyzes the entire operation, a manager does the same, but each one acts in different ways.
We have a number of important points that mention for Interviews and Hiring:
«Hiring involves all t h e managerial body parts: heart, soul, nose, and gut (but mostly gut).
Don’t try to do it alone- two guts are more than twice as good as one.
Ask new hires t o underta one project a t exactly the level of competence they have already proved, t o defer real stretch goals till the next time.
Ask for pointers: The person you are most inclined t or hire may well know of other good possibilities.
Listen more than you speak.»
Project Evaluation and Management 