Q.1 List and explain the traits of a professional manager.

Desire to manage:The successful manager has a strong desire to manage, to influence other, and to get results through the team efforts of subordinates. To be sure, many people want the privileges that come with managerial position, which include highstatusand salary, but they lack the basic motivation to achieveresults by creating an environment in which people are able to work together toward common aims. The desire to manage requires effort, time, energy, and usually, long hours of work. Communication skills and empathy:Another important characteristic of managers is the ability to communication through written repots, letters, speeches, and discussions. Communication demands clarity, but even more, it demandsempathy. Integrity and honesty:Managers must morally sound and worthy of trust.Integrityin managers includes honesty in moneymatters and in dealing with others, effort to keep superiors informed, adherence to the full truth,strength of character, and behavior in accordance with ethical standards. The other characteristic we find in a great manager is they live what they teach and they commandrespect by their example. You cant be one thing and say another because youll lose respect. Its no that important that your salespeople just like and admire you. It is important that they respect you first the other things will follow.

Q2 .Describe in brief the various aspects of programme management

Governance : Defining roles and responsibilities, and providing oversight

Management

: Planning and administering both

projects and the overall program

y

Fi

nanc
i

al management : Implementation of specific fiscal practices and controls

I nfrastructure

: The program office, technology, and other factors in the work environmentsupportin g the program effort

P lann
i

ng

: Activities that take place at multiple levels, with different goals. The program planis not a traditional plan

rogram governance is the aspect of the

discipline that creates both the structure andpractices to guide the program and provide senior-level leadership, oversight,

and control.Strategically, it encompasses the relationship between the oversight effort and the

enterprise'soverall business direction. It also encompasses all the decision-making roles and responsibilitiesinvolve

d in executing the program effort.

y

Projects

are typically governed by a simple management structure. The project manager isresponsible for day-

to-day direction, a senior IT executive integrates technology with businessinterests, and a business sponsor is

accountable for ensuring that the deliverables align withbusiness strategy.

y

Programs require a more complex governing structure because they involve

fundamentalbusiness change and expenditures with significant bottom-line impact. In fact, in someinstances their

outcomes determine whether the enterprise will survive as a viablecommercial/gov ernmental entity. Q.3

Compare the following:a. Traditional Vs.

P

rojectised Organizationb.

Reengineering Vs. Eengineering