Chapter 3 - Role of Project Manager
Project Manager's Sphere of Influence (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.. This knowledge transfer and integration includes but is not limited to: Contribution of knowledge and expertise to others within the profession at the local, national, and global levels (e.g. communities of practice, international organizations); Participation in training, continuing education, and development: In the project management profession (PMI) In a related profession (e.g., systems engineering, configuration management); and In other professions (e.g., information technology, aerospace).
Comparison of leadership and management
Leadership and management are often used interchangeably. However, they are not synonymous. The word management is more closely associated with directing another person to get from one point to another using a known set of expected behaviors. In contrast, leadership involves working with others through discussion or debate in order to guide them from one point to another. Project managers need to employ both leadership and management in order to be successful. The skills is in finding the right balance for each situation. The way in which management and leadership are employed often shows up in the project manger's leadership style.
The PMI Talent Triangle (Leadership)
Leadership skills involve the ability to guide, motivate, and direct a team.. These skills may include demonstrating essential capabilities such as negotiation, resilience, communication, problem solving, critical thinking, and interpersonal skills. A common denominator in all projects is people. The project manager should study people's behaviors and motivations. A project manager applies leadership skills and qualities when working with all project stakeholders, including the project team, the steering team, and project sponsors. Power can originate with traits exhibited by the individual or the organization.. Power is often supported by other people's perception of the leader. It is essential for project managers to be aware of their relationships with other people. Relationships enable project managers to get things done on the project. Top project managers are proactive and intentional when it comes to power. These project managers will work to acquire the power and authority they need within the boundaries of organizational policies, protocols, and procedures rather than wait for it be granted.
Project Manager's Sphere of Influence - Overview
Project managers fulfill numerous roles within their sphere of influence. These roles reflect the project manager's capabilities and are representative of the value and contributions of the project management profession.
Project Manager's Sphere of Influence - Project
The Project Manager leads the project team to meet the project's 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 the project sponsor, team members, and other stakeholders. Developing finely tuned skills using multiple methods (e.g., verbal, written, and nonverbal); Creating, maintaining, and adhering to communications plans and schedules; Communicating predictably and consistently; Seeking to understand the project stakeholders' communication needs (communication may be the only deliverable that some stakeholders received until the project's end product or service is completed); Making communications concise, clear, complete, simple, relevant, and tailored; Including important positive and negative news; Incorporating feedback channels and Relationship skills involving the development of extensive networks of people throughout the project manager's spheres of influence.
The PMI Triangle (Strategic and Business Mgmt. Skills)
The knowledge of and expertise in the industry and organization that enhanced performance and better delivers business outcomes. These skills involve the ability to see the high-level overview of the organization and effectively negotiate and implement decisions and actions that support strategic alignment and innovation. These skills may also include developing and applying pertinent product and industry expertise. This business knowledge is also known as domain knowledge. Project managers should be knowledgeable enough about the business to be able to: explain to others the essential business aspects of a project, work with the project sponsor, team, and SME to develop an appropriate project delivery strategy; and implement that strategy in a way that maximizes the business value of the project. In order to make the best decisions regarding the successful delivery of their projects, project manager should seek out and consider the expertise of the operational managers who run the business in their organization. These managers should know the work performed in their organization and how to project plans will affect that work.. The more the project manager is able to know about the project's subject matter, the better. At a minimum, the project manager should be knowledgeable enough to explain to others, strategy, mission, goals and objectives, product and services, operations (location, type, technology), the market and the market condition, such as customers, state of the market), competition. The project manager should apply the following knowledge and information about the organization to the project to ensure alignment: Strategy, mission, goals, and objectives, priority, tactics, and products or services. (deliverables) Strategic and business skills help the project manager to determine which business factors should be considered for their project. The project manager determines how these business and strategic factors could affect the project while understanding the interrelationship between the project and the organization. Factors include: Risks and issues, financial implications, cost vs. benefits analysis, business value, benefits realization expectations and strategies and scope, budget, schedule, and quality.
The PMI Talent Triangle (Technical Project Management)
The knowledge, skills, and behaviors related to specific domains of project, program, and portfolio management.. The technical aspects of performing one's role. Project managers frequently rely on expert judgment to perform well. Being aware of personal expertise and where to find others with the needed expertise are important for success as a project manager. Top project managers consistently demonstrated these skills and more: Focus on the critical technical project management elements for each project they manage. This focus is as limited to, the ability to: Critical success factors for the project. Schedule Selected financial reports, and Issue log. Tailor both traditional and agile tools, techniques, and methods for each project. Make time to plan throughly and prioritize diligently. Manage project estimates, including, but not limited to, schedule, cost, resources, and risks.
Primary Functions of a Project Manager
The project manager plays a critical role in the leadership of a project team in order to achieve the project's objectives. This role is clearly visible throughout the project. Many project managers become involved in a project from its initiation through closing. However, in some organizations, a project manager may be involved in evaluation and analysis activities prior to project initiation. These activities may include consulting with executive and business unit leaders on ideas for advancing strategic objectives, improving organizational performance, or meeting customer needs. In some organizational settings, the project manager may also be called upon to manage or assist in business analysis, business case development, and aspects of portfolio management for a project. A project manager may also be involved in follow-on activities related to realizing business benefits from the project. The role of a project manager may vary from organization to organization. Ultimately, the project management role is tailored to fit the organization in the same way that the project management processes are tailored to fit the project. The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
Project Manager's Sphere of Influence - 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 on the same resources, Priorities of funding, Receipt of distribution of deliverables, and Alignment of project goals and objectives with those of the organization. In addition, the project manager maintains a strong advocacy role within the organization. The project manager interacts with managers within the organization, also works with the project sponsor to address internal political and strategic issues that may impact the team or the viability or quality of the project. Also project manager may work toward increasing the project management competency and capability within the organization as a whole and is involved in both tacit and explicit knowledge transfer or integration initiatives. The project manager also works to: Demonstrate the value of project management, Increase acceptance of project management in the organization, and Advance the efficacy of the PMO when one exists in the organization. The project manager may report to a functional manager. Other cases, a project manager may be one of several project managers who report to a PMO or a portfolio or program manager who is ultimately responsible for one or more organization-wide projects. The project manager works closely with all relevant managers to achieve the project objectives and to ensure the project management plan aligns with the portfolio or program plan. The project manager also works closely and in collaboration with other roles, such as organizational managers, SME, and those involved with business analysis. In some situations, the project manager may be an external consultant placed in a temporary management role.
Project Manager's Sphere of Influence (The Industry)
The project manager stays informed about current industry trends. The project manager takes this information and sees how it may impact or apply to the current projects. These trends include but not limited to: Product and technology development; New and changing market niches; Standards (e.g., project management, quality management, information security management); Technical support tools; Economic forces that impact the immediate project; Influences affecting the project management discipline; and Process improvement and sustainability strategies.