Ch 3-The Role of the Project Manager.pptx

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1. Chapter 3 The Role of the Project Manager

2. 2 3 The Role of a Project Manager 3.1 Overview The project manager plays a critical role in the leadership of the project team in order to achieve the project objectives. The role is clearly visible throughout the project. Many project managers become involved in a project from its initiation through closing. In some organizations project managers may also be involved in evaluation and analysis prior to initiation. The role of a project manager may vary from organization to organization. The various components under the project managers are Membership & Roles Responsibility for Team Knowledge & Skills 3.2 Definition of a Project Manager The role of a project manager is distinct from that of a functional manager or operations manager. Typically the functional manager focuses on providing management oversight for a business unit. Project managers are assigned by the organization to lead a team that is responsible for achieving the project objectives.

3. 3 3 The Role of a Project Manager 3.3 Project Manager’s sphere of influence 3.3.1 Overview Project managers fulfill numerous roles within their sphere of influence. The roles reflect the project managers capabilities and are representations of the value and contributions of the project management profession.

4. 4 3 The Role of a Project Manager 3.3 Project Manager’s sphere of influence 3.3.2 The Project The project manager leads the team to meet the project objectives and stakeholders expectations. The project manager works to balance the competing constraints on the project with the resources available. The project manager also performs communication roles between various stakeholders including Developing finely tuned skills using multiple methods (e.g. verbal , non verbal and written) Creating, maintaining and adhering to communication plans and schedules. Communicating predictable and consistently. Seeking to understand the stakeholders communication needs Making communications as clear and concise as possible including positive and negative news Incorporating feedback channels. Relationship skills involving the development of extensive network of people throughout the spheres of influence.

5. 5 3 The Role of a Project Manager 3.3 Project Manager’s sphere of influence 3.3.3 The Organization The project manager proactively interacts with other project managers. Other independent projects or projects that are part of the same program may impact a project due to but not limited to the following. Demands for the same resources Priorities of funding Receipt or distribution of deliverables Alignment of project goals and objectives with that of the organization. The project manager may also work towards increasing the project management competency and capability as a whole. Demonstrate the value of project management. Increase acceptance of project management in the organization. Advocate the efficacy of the PMO when one exists in the organization.

6. 6 3 The Role of a Project Manager 3.3 Project Manager’s sphere of influence 3.3.4 The Industry The project manager may stay informed about current trends. The project manager takes this information and sees how it impacts or applies to the current projects. These trends include Product and technology development New and changing market niches Standards (project management, quality management, information systems) Technical support tools. Economic forces that impact the immediate project. Influences affecting the project management discipline. Process improvement and sustainability strategies.

7. 7 3 The Role of a Project Manager 3.3 Project Manager’s sphere of influence 3.3.5 Professional Discipline Continuing knowledge transfer and integration is very important for the project manager. This professional development is ongoing in the project management profession and in other areas where the project manager maintains subject matter expertise. 3.3.5 Across Discipline A professional project manager may choose to orient and educate other professionals regarding the value of project management approach to the organization. The project manager may serve as an informal ambassador by educating the organization as to the advantages of project management with regard to timelines, quality, innovation and resource management.

8. 8 3 The Role of a Project Manager 3.4 Project Manager’s Competencies Technical Project Management Knowledge, skills and behaviors related to specific domains of project, program and portfolio management. The technical aspects of performing one’s job/role. Strategic and Business Management Knowledge of and expertise in the industry/ organization that enhances performance and better delivers business outcomes. Leadership The knowledge skills and behavior needed to guide, motivate and direct a team to help an organization achieve its goals.

9. 9 3 The Role of a Project Manager 3.4 Project Manager’s Competencies Technical Skills Skill set required to perform a specific task or function. Will vary from certification to certification. Technical skills for agile vs. program management Examples Requirements gathering techniques Project controls and scheduling Risk management Scope management Agile tools and techniques

10. 10 3 The Role of a Project Manager 3.4 Project Manager’s Competencies Strategic and Business Management Ability to connect the dots between your work and larger organizational strategy Understanding of overall business context Will vary from person to person Examples Business acumen Finance Operational functions – e.g. marketing, legal Strategic planning/alignment Contract management Complexity management

11. 11 3 The Role of a Project Manager 3.4 Project Manager’s Competencies Leadership Ability to articulate a vision and guide or influence others to help achieve that objective Unique to individual; not certification specific Examples Negotiation Conflict management Motivation Giving/receiving feedback Influencing Problem solving/Team building

12. 12 3 The Role of a Project Manager 3.4 Project Manager’s Competencies 3.4.4.3 Politics, Power and getting things done A Project Manager may yield authority over the project team in one of the following ways Formal (Legitimate) - Power due to Project Managers position Reward – Power stems from giving rewards. Penalty (Coercive) – Power due to afraid of the power the Project Manager holds. Expert (Technical) – Comes from being technical or project management expert. Referent – Power of charisma and fame. Make another person liking/respecting the Project Manager.

13. 13 3 The Role of a Project Manager 3.4 Project Manager’s Competencies 3.4.4.5 Comparison between Leadership & Management Management is directing another person to get from one point to another using a known set of expected behaviors. Leadership involves working with others through discussion or debate in order to guide them from one point to another.

14. 14 3 The Role of a Project Manager 3.4 Project Manager’s Competencies 3.4.5.1 Leadership Styles Project Managers may lead their teams in many ways. The style of a project manager selects maybe a personal preference, or a result of the combination of multiple factors associated with the project. Autocratic Top down approach. The manager has power to do whatever she/he wants. Sometime appropriate when decisions must be made for emergency situation or time pressure. Democratic/Participative Encouraging team participation in the decision making process Laissez-faire - a French term means “leave alone” The manager is not directly involve in the work of the team. Effective for highly skilled team

15. 15 3 The Role of a Project Manager 3.5 Performing Integration The role of a project manager is twofold when performing integration of the project. Project managers play a key role in understanding strategic objectives from stakeholders and ensure alignment with project objectives and results. In this way project managers contribute to the integration and execution of the strategy. Project managers are responsible for guiding their teams to work together to focus on what is essential for the project. This is achieved through integration of processes, knowledge and people. Performing Integration at a Process Level Performing Integration at the Cognitive Level Integration at a Context Level Integration and Complexity System Behavior Human Behavior Ambiguity