Key Roles in Project Management – Project Manager (#8 in the Hut Introduction to Project Management)
By JISC infoNet
The Project Manager is the person responsible for the day-to-day management of the project. The Project Manager will be involved in defining the project with the Sponsor and then ensures that the project is delivered on time, to budget and to the required quality (as defined by the acceptance criteria agreed by the users represented by the Senior User).
He/she ensures the project is effectively resourced and manages relationships with a wide range of groups (including all project contributors).
The Project Manager will agree, manage, and monitor against, the project plan, allocating work packages to individuals within the project team for completion. He/she is also responsible for managing the work of consultants, vendors and other external suppliers, allocating and utilising resources in an efficient manner and maintaining a co-operative, motivated and successful team. Read the Complete Article
Executive Level Roles in Project Management (#1 in the series The Key Integrative Roles in Project Management)
By Dr.Russell Archibald
The role of the project manager is obviously a central one, and in fact this role has received considerable attention in the project management literature over the past several decades. However, there are other important integrative roles in project management, and these frequently have been ignored.
Executive Level Roles
Minister as General Manager: integrates all projects with the agency’s strategic plans. This role in project management is focused on:
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- Determining how the organization’s portfolio of projects supports the overall business strategies of the organization,
- Overseeing the organization’s overall project management process, and Monitoring how this process is integrated with all other aspects of the organization, and ensuring that sufficient money, human, and other resources are available on a timely basis to support the on-schedule completion all of the approved projects; if sufficient resources are not available then the General Manager must delay, cancel, or change the scope of one or more projects.
Project Management Roles – Let’s Get Them Right
By Ron Rosenhead
I was watching a police ‘soap’ on TV recently and during the programme great play was made of organising the structure for the police enquiry. An investigating officer was appointed and a team established. While this was a TV programme it showed that the roles and responsibilities were clearly of importance, worthy of taking time to identify and develop.
This led me to think about project management roles which people say are often unclear. They tell me this lack of clarity leads to problems of decisions making, monitoring and control areas and obtaining the right resources at the right time among many other issues.
On project management training events I ask people to look at the role(s) they play in projects. It is interesting that a lot of people find this activity difficult. Why? Because the person doing the training has not had their role clarified i.e. Read the Complete Article
Who is the Project Manager?
By The Office of Government Commerce – OGC, UK
The Project Manager is the individual responsible for delivering the project. The Project Manager leads and manages the project team, with the authority and responsibility to run the project on a day-to-day basis.
The figure below illustrates all the key roles that could be involved; depending on the scale and/or complexity of the project, some of these roles could be combined and reporting lines shortened. For smaller/straightforward projects, the roles of Project Sponsor/Director and Project Manager may be combined subject to the proviso that the person taking on the combined responsibilities possesses the requisite competencies, expertise, experience and has the available time and resources. Where roles are combined, it is essential that delegations and responsibilities are clearly understood and do not overlap with other roles. This role description assumes that the roles of Project Sponsor/Project Director and Project Manager are separate. Read the Complete Article
Project Manager Responsibilities
By Michele Berrie, Queensland University of Technology
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- Manage the project taking into account integration across all areas.
- Engage with stakeholders.
- Develop Project Plan.
- Direct project resources.
- Monitor and manage the project schedule.
- Monitor and manage the project budget.
- Monitor and manage the project risk.
- Deal with operational issues.
- Organise steering committee meetings, including ensuring that minutes will be taken.
- Report to the steering committee, raising strategic issues.
- Prepare Project Status Reports and Project Change Requests for the steering committee.
- Ensure project meets requirements and objectives .
- Manage project team members.
- Negotiate and resolve issues as they arise across areas of the project and where they impact on other activities, systems and projects.
- Look after the interests of the project team.
- Organise and chair project reference group meetings, as appropriate.
- Communicate project status to project sponsor, all team members, and other relevant stakeholders and involved parties .
- Maintain project documentation.
What Role Does A Project Manager Play in The Sales Process?
By Nicki James
The business acumen required of a successful project manager should encompass an understanding of the nature of the organization, what it does—and where it’s going. It should also extend to include a solid understanding of the organization’s sales cycle and associated processes. The project manager should have an appreciation of the business goals and objectives for the organization, and in conjunction, a comprehension of the types of business deals and clients that are needed to move forward to fulfill those goals and objectives.
A strong project manager will be in a position to understand product strategy, customer economics, competitive barriers, the organization’s methodologies and practices, and production costs—a position effective in balancing new business acquisition with client retention and the management of existing projects.
Armed with this knowledge, the successful project manager will be a true asset when involved in the development of proposals and the definition of proposed solutions. Read the Complete Article
Functional Project Managers
By Johanna Rothman
Functional managers organize the work of similar people (people performing a given function). They hand off their deliverables to another group. Project managers coordinate the work of numerous people to deliver a product to the organization. Matrix managers manage people of a similar function and deliver people to the projects.
In the hiring book, I wanted people to understand the problems these managers solve. But here, I want to explore a bit about how those managers intersect, and how to avoid many managers for one person, especially if the project managers work in a matrix organization.
I taught a project management workshop recently, and had a discussion about who does what. The big problem facing these matrixed project managers was: how can they learn the state of the project without looking like they were micromanaging the technical staff, and how can they behave so that people won’t feel they have two managers, both telling them what to do? Read the Complete Article
Duties of the Project Manager During the Implementing Phase
By John Filicetti
- Ensure Client notifies end-users of all deployment dates.
- Creates Project Status Report on a regular basis, distributes the report to stakeholders, and posts the report to the project workspace.
- PM assigns tasks to resources and gathers information from the team when updates are made. PM approves all work and reviews/manages project schedule updates. (Note: It is a good idea to go over weekly tasks with team on Monday and have review of week with team on Friday.)
- PM meets with other PMs and Resource Managers to review resource allocation and utilization.
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- PM chairs all Status Meetings:
- PM fills out Meeting Report for all meetings and distributes to team as agenda prior to meeting along with current RAIDCBT and Project Schedule.
- PM updates Meeting Report with minutes during meeting and distributes to Client PM and project team.
- Discuss week’s goals.
Duties of the Project Manager During the Planning Phase
By John Filicetti
- Ensures the Requirements Survey is properly completed and filed in the project workspace
- PM creates Project Contact List.
- PM works with project team to create the Project Schedule.
- PM and project team creates the Project Management Plan including:
- Project Goal, Objectives, Assumptions, Constraints, and Approach.
- The Project Budget and Cost Plan.
- The Project Staffing Plan, Organization Chart, and Roles & Responsibilities.
- The Quality Plan.
- The Communications Plan.
- The Change Management Plan.
- The Procurement Plan.
- The Training Plan if necessary
- PM creates Project Summary.
- PM works with project team to create the necessary planning and design documents and gain signoff by the client.
- PM ensures the distribution of the documents to project team members and stakeholders.
- PM creates Project Status Report on a regular basis, distributes the report to stakeholders, and posts the report to the project workspace.
John F. Read the Complete Article
Duties of the Project Manager During All Phases
By John Filicetti
Following is a list of the duties of the Project Manager during all phases: Initiating, Planning, Implementing, and Closing.
- All meetings require a Meeting Report to be completed and filed in the project workspace
- Manages Change Control, Issues escalation and resolution, Schedule, Costs, and Resources
- Manages the collaborative project workspace environment for the program or project and updates the workspace on a timely basis
- Responsible for having most current project documents
- Conducts team building and team development activities
- Establishes reward and recognition systems
- Monitors & acknowledges performance
- Increases team member proximity if possible
- Provides coaching, mentoring, and assistance to team members as needed
- Works closely with functional managers to resolve team members’ workload conflicts
- Ensures needed training is provided to accomplish project objectives
- Identify and resolve conflicts
John F. Filicetti, PMP, MBA
John Filicetti is a Sr. Sales Engineer/PM-PMO-PPM Consultant with a great depth of experience and expertise in enterprise project management, project management methodologies, Project Portfolio Management (PPM), Project Management Offices (PMOs), Governance, process consulting, and business management. Read the Complete Article