Project Management The Roles and Responsibilities of a Project Manager add background notes, stories, references, abbreviations, instructions / answers to exercises etc.

Session Objectives Project organization The project manager’s accountabilities PMO1-03-Roles and Responsibilities

Project Manager’s Environment Executive Sponsor Steering Committee Project Sponsor Steering committee required if project impacts many functions. The executive and project sponsor could be the same person – especially if the project falls into one function Project manager must know what’s going on - Has direct control over development team - Sets the job and manages the job for 3rd parties Subject Matter Experts (e.g. Business or Technical) have their own job so are more difficult to manage. PM must specify when and for how long they are required and what they are expected to do story: In ADT a review of projects found 300 – 50% with no sponsor. When these were stopped by new IT manager, no one complained. Project Manager Subject Matter Experts Third Parties Development Team PMO1-03-Roles and Responsibilities

Project Manager’s Responsibilities CONTROLLING THE PROJECT team performance anticipated benefits are not compromised progress reporting problem resolution managing contractors team morale client relationship ENDING THE PROJECT client relationship team member evaluation celebration for team final reckoning PLANNING THE PROJECT deliver expected value by achievable end dates estimating resources assessing risks project management plan project schedule ACTIVATING THE PROJECT team preparation team motivation client relationship notes: The Project Teams carry out the projects under the direction of a Project manager - quality of people is fundamental The Project Manager is the person responsible for the project with regard to time, budget and quality, that is, the day-to-day operation of the project - Constantly manages scope - core to everything - PM lives with the plan The Project Manager ensures that the plan is followed, reports progress to the Executive Sponsor and Steering Committee - both upwards and downwards, and takes actions to keep the project on track. The Project Manager may propose plan revisions to the sponsor. The Project Manager may be responsible for one or more projects. Participates in team activities depending on team size - in larger teams (>5-6) PM is totally managing - not doing! The Project's Manager's understanding of the choice of behavioral and management techniques, and how and when to apply corrections are critical to the project success - Smoothes out problems - resolve conflict! Makes important decisions - those which affect the bottom line! understanding of financial aspects crucial PMO1-03-Roles and Responsibilities

Characteristics of a successful project manager Knowledge of project management Practical grasp of tasks Excellent communication skills Leader Team builder Enterprise perspective Supported by management PM must have - the ability to manage - general knowledge of the business area under development and of relevant technical issues, and - overall knowledge of the tasks and techniques specific to the project. PM may come from either the user or I.S. community. PM must have the sponsor's confidence and the ability to gain subordinates' respect. notes: The lists you all produced form a good basis for qualities to aspire to. Not wanting to be a project manager is also OK! (European analogy!) Napoleon was a leader - Washington was a manager - you need a bit of both. PMO1-03-Roles and Responsibilities

Summary A Good Project Manager: is open-minded, firm and fair requires a well-rounded skill set has general knowledge of technical and business area to be addressed Communication skills are essential Requires full time consideration Can make/break a project The project manager…is accountable for the success of the project. Not wanting to be a project manager is okay, too. PMO1-03-Roles and Responsibilities