is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
project manager
manage temporary, nonrepetitive activities to complete a fixed- life project. They must decide what and how things should be done instead of simply managing set processes.
project manager
focuses on providing management oversight for a functional or business unit.
o Sales Manager
o HR Manager
- Functional Manager
are responsible for ensuring that business operations are efficient and is generally concerned with the production of goods and services.
o Restaurant Manager
o Logistics Manager
- Operations Manager
- works to balance the competing constraints on the project with the resources available
Project Manager
- performs communication roles between the project sponsor, team members, and other stakeholders.
Project Manager
- uses soft skills (e.g., interpersonal skills and the ability to manage people) to balance the conflicting and competing goals of the project stakeholders in order to achieve consensus.
Project Manager
Communicating with 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.
What is considered a Good Project Manager?
- Some suggest that the technical dimension represents the “science” of project management, while the sociocultural dimension represents the “art” of managing a project. To be successful, a manager must be a master of both (Larson, Gray).
- Unfortunately, some project managers become preoccupied with the planning and technical dimension of project management. Often their first real exposure to project management is through project management software, and they become infatuated with network charts, Gantt diagrams, and performance variances; they attempt to manage a project from a distance (Larson, Gray).
- Conversely there are other managers who manage projects by the “seat of their pants,” relying heavily on charisma and organizational politics to complete a project (Larson, Gray).
Project Manager’s Code of Ethics and Professional Conduct
- Responsibility, Respect, Fairness, and Honesty are the most important
Competences
- Technical Project Management
- Strategic and Business Management
- Leadership
The knowledge, skills, and behaviors related to specific domains of project, program, and portfolio management.
- Technical Project Management
The knowledge of and expertise in the industry and organization that enhanced performance and better delivers business outcomes.
- Strategic and Business Management
The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its business goals.
- Leadership
Why Project Managers Need to Understand Strategy (Chapter 2, Section 2.1, Larson, Gray)
- Two main reasons:
1. Project managers can make appropriate decisions and adjustments.
2. Project managers can be effective project advocates.
Strategy is the purview of senior management.
- Old-school thinking:
Project manager should be at the apex of strategy and operations!
- New-school thinking:
