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

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

3. 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

4. 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

5. 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

6. 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