DEVELOPING AND

MANAGING PROJECT
TEAMS
(MAPM-608-2 )

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CHAPTER ONE: THE PROJECT MANAGER
1.1 Selecting the Project Manager
1.2 TheConcept of the Project
Manager
1.3 The Central Position of the Project
Manager
1.4 The Role of Project Manager
1.5 Personal, Managerial and
Leadership Skills
1.6 Some Essential Project Manager Requirements
1.7 Selecting the Project Manager
CHAPTER ONE:
THE PROJECT MANAGER

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i.i Selecting the Project Manager

Project managers are sometimes qualified

and experienced project management
specialists who are employed on a
permanent basis by an organisation.
Sometimes they are external consultants
who are contracted to manage the project for
its duration only. In the case of internal
projects they are mostly selected from
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within the existing workforce.

1.2 The Concept of the Project
Manager

A project manager is similar to a chief

executive or managing director. Indeed,
it has become relatively common for
large organizations to use project
management assignments as a means
of developing future.
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*Project manager is often responsible for
managing several projects concurrently.

*The project manager is usually responsible to a

project sponsor. In the case of very large projects,
or those that will have a significant influence on
the future of the organisation, the sponsor will
normally be a board member. In some cases there
will be several sponsors who will operate as a
team.
Not all capable project managers are
suitable for all project types.
For example, a project manager who is
good at managing new-product
development projects within a
pharmaceutical company is likely to
have a degree of specialist knowledge
and skills that is different from that
required to successfully manage
construction projects.
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The project manager’s role is by its
nature a temporary one,
superimposed on the
organization. It does not have the power
associated with traditional
hierarchical positions. Project managers
must work across functional and
organizational lines and frequently have
few direct subordinates

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*Therefore, perhaps the biggest single issue faced
by project managers arises because they have the
authority to make decisions about project
priorities, schedules, budgets, objectives and
policies, but often do not have the official authority
to give direct orders to the people who must carry
out the work as a result of these decisions.

*This disparity between responsibility and

authority can be highly frustrating and means that
the project manager must rely on other forms of
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influence,
Figure 1.1 Sources of influence for the project manager

Ultimately, if the project manager cannot secure the necessary

co-operation within the organization, the assistance of the
project sponsor(s) will be sought. It is therefore important when
appointing project sponsors to choose people of sufficient
seniority within the organisation.
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1.3 The Central Position of the Project Manager
The project manager’s post lies at the centre of the
principles of project management. Given the project
manager’s ultimate responsibility for the project’s
outcome, a key ability is to be able to focus on issues
in detail while at the same time keeping a clear view
of the project as a whole. This ability to focus within
the overview ensures that people and resources are
obtained and utilized in an integrated way - including
reorganizing to overcome problems and difficulties
that will inevitably arise from time to time - in order
to accomplish the project’s goals and objectives
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ROLE OF PROJECT MANAGER-
The primary requirements of the project manager’s role can be
summarized as:
■ planning the project activities, schedules and budgets;
■ organizing and selecting the project team;
■ interfacing with the client, the organisation and all other
interested parties;
■ negotiating with suppliers and clients;
■ managing the project resources;
■ monitoring and controlling the project status;
■ identifying issues and problem areas;
■ finding the solutions to problems;
■ resolving conflicts.
These roles are intrinsically linked and cannot be regarded in
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isolation.
Project manager has responsibilty towards the
criteria established for the project as a whole. These
include delivering the project:
■ within the agreed time limit;
■ within the agreed cost limit;
■ to at least the minimum quality standards laid
down;
to the satisfaction of the client;
■ in compliance with the strategic plan of the
organisation;
within the agreed scope.

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The agreed project scope defines the limits of the project. It
determines what is and,equally importantly, what is not part of
the project. Cost, time and quality standards are established
based on the agreed scope before the project commences. Any
changes, frequently referred to as project creep, usually impact
on one or more of these. The project manager role includes
ensuring that only changes in scope agreed to by the client are
authorized or contracted for.

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Because the project manager in charge of the project has
relatively little authority within the formal functional structure
of the organization, it can be difficult to control project creep.
Therefore, part of the role involves navigating or con-trolling
the boundaries between the project and functional
teams/departments within the organization. This role is
sometimes referred to as interface management, with the system
for control and delivery being known as the interface
management system (IMS).
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Interface management maintains a balance between managerial and
technical functions.
In order to be able to develop an interface management system and
use it effectively, a project manager has to bring both management
and technical skills to the role.

1.5 Personal, Managerial and Leadership Skills

The project manager may be in charge of one or more projects.
Their operation and

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objectives have to be compatible with the operation and
objectives of the organization as a whole. In achieving this, the
project manager needs to apply the full range of traditional
management skills in addition to having a detailed technical
knowledge of the project itself.

Generally, in terms of ‘soft’ management skills and attributes,

the project manager should
"be flexible and adaptable;
"be able to concentrate on
more than one thing at a
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 time; demonstrate initiative;
4¬

4¬
be persuasive;
4- be a good communicator;
be able to keep multiple objectives
4¬

in sight and be able to balance

4¬

4-
them;
be well organized; be prepared to generalize
rather than (always)
4¬

4-
specialize; be a good
planner and implementer;
4¬

4-
be able to identify problems, find
solutions and make sure that they
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work; be a good time manager;

 be diplomatic.

Technical and Business Skills

The project manager also has to possess a range of technical

and business skills. Technical skills are necessary in order to
understand the detailed components of the project. For
example, a project manager who is in charge of a large and
complex project to install a new production line has to have an
extensive knowledge of the mechanics of the production
system. It is not possible fully to appreciate the inputs of the
various designers, suppliers and contractors without this
knowledge. In addition, in most cases the
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project manager also needs to have a detailed business and
financial knowledge. Increasingly, project managers are

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