Project manager

A Project Manager is the person responsible for leading a project from its inception to planning, execution, managing the people and resources and scope of the project – its cost, time and quality that is also referred to as the “triple constraint for projects.” He or she must have the discipline needed for creating clear and attainable objectives and seeing them through to successful completion. The Project Manager has full responsibility and authority to complete the assigned project

Responsibilities of pm
Managing relationships and personalities is a huge part of being a Project Manager. Teams must work, plan and communicate well together. The ability to collaborate and maintain successful team member relationships is crucial; it is the foundation that must be assured by the Project Manager. Friction, conflict and honest disagreements are simply part of the creative process; but the Project Manager must be sure these do not destroy the project. Making sure team members feel valued, recognizing and praising superior work, and maintaining a quality working environment for all team members will aid in this human management effort. The actions of a project manager should be almost unnoticeable and when a project is moving along smoothly people are sometimes tempted to question the need for a project manager. However, when you take the skilled project manager out of the mix, the project is much more likely to miss deadlines and exceed budgets.

Project manager is a person who is responsible for day to day management of a PRINCE2 project. He applies his knowledge, techniques and tools in order to manage the project. He closely work with Project board and supplier team in order to deliver the business products with acceptable quality, within agreed time and cost tolerances.

He plan, delegate, control and manage the project. His plan includes all the product breakdown structure, the activities to carry out the product breakdown structure, the dependency, relationship, time, cost, resources, quality criteria, benefits.

He delegates the product delivery to the delivery team typically managed by a team manager/lead.

He controls the cost, scope, timelines, benefits, quality, business case.

He manages the project by stage and his stage plan should be aligned to the project board’s plan.

There are many personal traits like communication skills, leadership skills, HR management, political management,etc., which are person specific and PRINCE2 does not set any guidelines for that.

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Managing and leading the project team. Recruiting project staff and consultants. Managing co-ordination of the partners and working groups engaged in project work. Detailed project planning and control including: Developing and maintaining a detailed project plan. Managing project deliverables in line with the project plan. Recording and managing project issues and escalating where necessary. Resolving cross-functional issues at project level. Managing project scope and change control and escalating issues where necessary. Monitoring project progress and performance. Providing status reports to the project sponsor. Managing project training within the defined budget. Liaison with, and updates progress to, project steering board/senior management. Managing project evaluation and dissemination activities. Managing consultancy input within the defined budget. Final approval of the design specification. Working closely with users to ensure the project meets business needs. Definition and management of the User Acceptance Testing programme.

Identifying user training needs and devising and managing user training programmes
Project Manager


analyze results. • Develop and deliver progress reports. • Develop full-scale project plans and associated communications documents. . • Identify and manage project dependencies and critical path. • Determine the frequency and content of status reports from the project team. • Effectively communicate project expectations to team members and stakeholders in a timely and clear fashion.The role of the Project Manager is to plan. • Delegate tasks and responsibilities to appropriate personnel. • Where required. The Project Manager will also define the project’s objectives and oversee quality control throughout its life cycle. This includes acquiring resources and coordinating the efforts of team members and third-party contractors or consultants in order to deliver projects according to plan. • Define project scope. • Liaise with project stakeholders on an ongoing basis. execute. • Track project milestones and deliverables. • Identify and resolve issues and conflicts within the project team. • Estimate the resources and participants needed to achieve project goals. and recommend subsequent budget changes where necessary. and troubleshoot problem areas. and finalize projects according to strict deadlines and within budget. • Draft and submit budget proposals. • Set and continually manage project expectations with team members and other stakeholders. goals and deliverables that support business goals in collaboration with senior management and stakeholders. requirements documentation. • Determine and assess need for additional staff and/or consultants and make the appropriate recruitments if necessary during project cycle. • Plan and schedule project timelines and milestones using appropriate tools. and presentations. negotiate with other department managers for the acquisition of required personnel from within the company. proposals. Responsibilities • Direct and manage project development from beginning to end.

they’ll represent your organization in many different ways to many different people. A loose cannon can severely damage the forward progress of a small business. It may be more important that the candidate have knowledge of that industry than to have knowledge of your product offering. and devise contingency plans. not just where you are Is this a stable long-term candidate to invest in? . You can’t just come up with a list of questions. I’m sure there are a lot of variables for many other positions. and – of course – how much money you’re willing to spend. It’s critical that you make the right choice. newly formed PMO within a larger organization. • Build. the skill set needed. the hiring criteria. • Define project success criteria and disseminate them to involved parties throughout project life cycle. That said. Why? Because the project manager ends up wearing a lot of hats in his/her role and over the course of their tenure with your company. it’s important to carefully consider the interview process. here’s my list – for today anyway – of five critical things to consider when onboarding a new project manager to your organization: Does the candidate fit your organization’s culture? This is a hard one to come to grips with…a hard one to define. It’s especially critical when you’re bringing a new PM into a small. • Coach. but because of the type of ownership felt by staff members in smaller and startup organizations it’s critical that they bond well and work well together. I think you just know it. identify potential crises. and find the right candidate. It’s deeper than that.You may find that it gives you an ‘in’ in the new market you are entering and can help you grow more quickly. Does the candidate have the industry experience you need? This one is obvious. All I’m saying is don’t be bogged down by the present…consider where you’re going. look for a strong candidate who has worked within that industry.• Proactively manage changes in project scope. then there needs to be cohesion with the rest of the staff. if you’re a professional services-type organization and you’re looking to expand your offerings and implementations to a new industry. but my concern here is project managers and hiring one is not necessarily a straightforward task. For example. It’s important in larger organizations. motivate and supervise project team members and contractors. hold an interview. and grow any business relationships vital to the success of the Project Q:2 Five Things to Consider When Hiring a New Project Manager Posted by Brad Egeland Anytime an organization chooses to expand. develop. But consider your customers. mentor. Anytime that PM is going to be a big fish in a small pond. and influence them to take positive action and accountability for their assigned work. close-knit organization or a small. of course.

In practice. successful option. Highly developed communication skills. If you’re hiring a touchy-feely project manager. then your company can’t get things done. Flexibility. or disciplined approach. Lose enough of those and you lose your business. . If the moves seem like good moves or entrepreneurial moves. your company is unprofessional. New HIRING THE RIGHT PROJECT MANAGER  Good Practices An experienced Project Manager should lead the project on a day-to-day basis. You need a confident leader to put in front of the customer. The comprehensive nature of these two roles should not be underestimated.There are many others I could list – and may in a follow-up article. Adaptability. Remote management of projects is agreen practice and makes good economic sense. it’s likely not going to work. be careful. Summary These are just five examples of things to closely consider when bringing on a new project manager. They’re going to need too much face time to make remote management a viable. Likewise. The customerfacing project manager IS your company. A good working comprise is to appoint two people to work in partnership (Project Manager and a user representative). Can this candidate control a remote team? This is critical in today’s economy and in today’s business world. Know their limitations and then make an informed decision. if they are unprofessional. If they seem random. all business projects should be lead by the business. six. You may want that aggressiveness and innovation on your team. o o o o o A collaborative management style. I also welcome your thoughts on this subject – I’m sure there are a lot of hiring managers reading this…I’d appreciate your thoughts and feedback. For three. A full-time and dedicated resource will ensure that continuous focus is maintained in moving the project forward. You send the project manager out to lead engagements in your company’s name. the biggest one. But hiring a project manager without remote management experience or who seemingly lacks the aggressiveness and confidence to pull off remote management of a project is a recipe for disaster. And if they can’t get things done. A good hiring manager can listen to an experienced candidate and tell when they really know what they’re talking about. Will this candidate represent your company appropriately to your customers? And finally. don’t penalize them for those choices. many business functions do not have the project management skills. As far as your customer is concerned. Analyze the candidate’s moves closely and discuss it with them. twelve or more months they are THE face of your organization. For larger projects. That’s huge. And often companies have skilled resources strewn across the country. I’ve moved around a lot myself so I find that to be a very negative stereotype.I have nothing against the job-hopper. Figure it out resourcefulness. And then you’ve lost a potential long-term revenue stream from that customer. In theory. they are the ones who either can or can’t get things done. this should be a dedicated and full-time role. Uncertainty will doom a PM and doom a project. experience.

User Representative and/or Project Manager appointed with no prior experience. Common Mistakes o o o o o o No Project Manager appointed. . Mistaking enthusiasm or seniority for experience. More than one Project Manager appointed. New Selecting a project manager for your project is like putting the fate of your company and your customer into someone else's hands. The project manager you select must be evaluated from various multiple angles to ensure that the selected project manager is truly reliable and capable of motivating all parties managed on the project to perform equal to or greater than your expectations. Although a project manager interview and hiring process seem simple enough. Using Project Manager appointed to lead project in addition with their existing responsibilities. The Project Manager not being fully responsible and accountable for the project. A good rule of thumb is to hire a project manager that is "smarter" than you so you can depend on that project manager to handle every project management situation that comes up so you don't have to. project manager selection significantly impacts your organization and those your organization serves.

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