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pmconnect-Q3-07

pmconnect-Q3-07

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Published by Paola Diaz
Third edition of the PM connect newsletter contains: The Role of the Project Manager - Project Management Constraints - Characteristics of Development Projects and a list of our PM4DEV Services
Third edition of the PM connect newsletter contains: The Role of the Project Manager - Project Management Constraints - Characteristics of Development Projects and a list of our PM4DEV Services

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Published by: Paola Diaz on May 23, 2009
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05/11/2014

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`On this issue:
1. The Role of the ProjectManager2. Project Management Con-straints3. Characteristics of Develop-ment projects
4.
PM4DEV Services
 
1.
The Role of the Project Manager
 
Development organizations appoint a project manager for the depthof his or her technical skills. It is not unusual to find a good engineerbeing promoted to project manager just for his or her technical com-petence. While it is true that one must have a good understandingof the technical aspects of the project, project managers are alsorequired to have good management skills such as communicating;planning, negotiating, coaching, decision-making, and leadership.These skills are often overlooked at the time of hiring or appointinga project manager.The job descriptions for a project manager need to be more expliciton the managerial skills and competencies required for the job. Or-ganizations usually assign a project manager with the idea that allthat is required is expertise in a technical area and often forget theneed to have a project manager whit the skills to lead a projectteam, coordinate the use of resources, communicate with stake-holders and manage the project constraints, all at the same time.
2. Project Management Constraints
Every project has to manage fourbasic constraints; scope, schedule,budget and quality. The success of aproject depends on the skills andknowledge of a project manager totake into consideration theseconstraints and develop the plans andprocesses to keep them in balance. Itis not enough for a project to meetthe budget targets or to show to thedonor that all activities have beencompleted on time. Developmentprojects need to balance all fourconstraints if they want to realize thefull benefits of a project.
Coming soon to PM4DEV website:
On December, PM4DEV will publish a new book, Fundamentals of Pro- ject Management for Development Organizations. This book intro-duces the basic ideas and concepts of projectmanagement for development organizations.Introduces the project management cycle andthe nine management processes. Readers willdevelop a basic understanding of how a mod-ern project management methodology canhelp development organizations deliver pro- jects that give the most impact. The book in-cludes practical insight on the key skills a pro- ject manager must learn to be effective in reaching the project objec-tives and how organizations can benefit by using modern project man-agement practices and methodologies.
 
Third Quarter-2007
A quarterly newsletter that brings information on mod-ern project management methods, practices and toolsto the international development community
Continues on page 2 —>
Page 1Continues on page 2 —>
 
Q3, 2007
PM Connect 
 
Classical project management usually considers threeconstrains on a project: scope, time and costs (knownas the project triangle), we believe that it is importantto place under this category the constraint of quality.For development projects it is not enough to deliver aproject according to the scope, on time and underbudget; but the project must meet the needs andexpectation of the beneficiaries who are the ultimate judges of the project quality.Managing these constrains requires careful analysisand an agreement on the priorities for theorganizations, the donor and the final beneficiaries.Depending on those factors a project may place moreimportance to the budget and quality than to theschedule or scope; these types of decisions, early inthe project, have a fundamental impact on all theproject plans that will need to be designed to ensurethat the project is able to manage the fourconstraints. Failure to do that may result in the use of resources on areas that do not contribute to theultimate success of the project. The definition of project management implies that projects havespecific limits in scope, schedule, budget and quality.Understanding the combination of elements willallow make better choices whenOrganizations need to build a better understanding of the role of a project manager and understand thatthis role is not the same as a technical manager. Theproject manager role is one of integrator communica-tor and facilitator; this role is of equal or more impor-tance than the role of a technical manager.There are three critical roles of the project manager:
Integrator role
; ensures all the project activities,strategies and approaches are an integrated ef-fort.
Communicator role
; most of the work is spendhere, communicating with all stakeholders andbuilding the right support and relationships.
Leader role;
motivating and inspiring a team todeliver the project work by providing a vision anddirection.A key responsibility of the project manager is to en-sure the proper integration of the project manage-ment processes and coordinate the project phasesthrough the project management cycle. This responsi-bility is to ensure that all areas of the project cometogether to deliver the project to a successful conclu-sion. This is the main role of the project manager; it isnot related to the technical responsibilities of the pro- ject, which in most cases are managed by the projectstaff. The role of integrator involves three specific ar-eas of responsibility:
Developing the project management plans, whichconsists of the development of all project plan-ning documents into a consistent, coherent pro- ject plan document
Implementing the project plan, which involves theexecution of the project plan and ensuring all ac-tivities are performed by all the people involved
Monitor and control the plan, which involvesmeasuring the initial results against the intendedobjectives and coordinating all changes to theplans.
...The Challenges of Projects, from page 1… The Roles of a Project Manager, from page 1
Page 2
Continues on page 4 —>
 
4. Characteristics of Development Project
 
Development organizations vary in size and orienta-tion, most share the common goal of helping peopleand benefiting society. These organizations includeinternational humanitarian organizations and nationalNGOs, support development activities ranging fromcommunity organization, welfare support, health,education, small-financial loans and protection of theenvironment.
NGOs typically are private, voluntary, non-profit andservice-oriented organizations dedicated to helpingimprove people's welfare and quality of life.
The goal of all development projects is to help im-prove people's lives through skills training and otherlivelihood programs. Development organizations pre-pare and implement development projects and workto strengthen the capabilities of local institutional andpromote community self-reliance through sustainablestrategies. Funding for projects comes through pri-vate and public donations, government assistanceand a variety of other sources. Development projectsmay consist of a single, transformative project to ad-dress a specific problem or a se-
3. PM4DEV Services
 
Drawing from our deep understanding of the chal-lenges and the needs for realistic solutions that canimprove the way in which projects are managed andservices are delivered, PM4DEVÒ offers the onlyadapted Project Management Methodology for devel-opment organizations. Our services include:
Consulting
to help organizations assessing theneed and the impact of implementing a ProjectManagement methodology that will increase theimpact of their interventions
On Site Training
on Project Management Meth-ods to increase/develop the skills of project man-agers
Workshops
for project staff that want to developtheir own competencies and need a flexible solu-tion to meet their needs and work challenges.To get more information on these services, visit ourweb site at www.pm4dev.com. We offer competitiveprices and high quality material taught by interna-tional certified experts in Project Management.
PM Connect 
 
DOING THE RIGHT PROJECTS…DOING THE PROJECTS RIGHT
Q3, 2007
Continues on page 4 —>
Page 3
With the objective of serving the needs of the global develop-ment community,
PM4DEV©
was created to provide with ex-pert project management consulting and training services basedon a
customized
methodology that offers the tools and proc-esses to plan, implement, and monitor projects in a more
con-sistent, reliable and predictable
manner. PM4DEV’s methodol-ogy is based on a project management cycle that incorporatesall the processes, tools and practices to
effectively
manage pro- jects of all sizes. Organizations should have the ability to com-plete a project successfully by combining systems, techniques,and knowledge and controlling and balancing the constraints of time, cost, and scope in order to produce quality

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