Role of Project Manager
It is the PM’ s job to make sure that the project is properly planned, implemented,
and completed.
1. Facilitator
2. Communicator
3. Meetings, Convener and Chair
Role of Project Manager
1. Facilitator
The PM is a facilitator
• Find out what tasks must be accomplished to produce the deliverable.
• Find out what resources are required and how those resources may be obtained.
• The acquisition of resources and personnel.
• Dealing with the obstacles that arise during the course of the project.
• Making the trade- offs necessary for project completion
PM must manage:
Conflicts between project team and higher authority
Conflict with client.
Role of Project Manager
2. Communicator
• The PM is responsible to the project team, to
senior management, to the client, and to anyone
else who may have a stake in the project’ s
performance or outcomes.
• It is the PM’ s responsibility to introduce some
order into this communication mess.
Role of Project Manager
3. Meetings, Convener and Chair
• Reports to senior management and instructions to the project team.
• Report regarding monitoring and controlling the project.
Project Manager Vs. Project Management Office Vs. Project Team
• Project Manager’s responsibility : The technical aspects—scheduling, budgeting,
etc.—of running the project.
• PMO’s responsibility: An enabler/facilitator of projects, not the doer of projects.
Liaison with top management
• Project Team’s responsibility: Involved in day-to-day work of project
Project Office/ Project Management Office
Role of PMO
• To establish procedures for selecting, planning, budgeting, scheduling projects
• To serve as a repository for reports on the performance of the planning, budgeting,
scheduling, and resource allocation.
• Identify, develop, and mentor project managers
• Determine if a new project is a good “fit” for the changing organization
• Conduct project reviews & audits, and report project progress relative to the
organization’s goals
• Identify downstream changes (market) and their impacts on current projects
Project Team
• A project team is a cross-functional group of individuals that are working together
towards a common goal.
• Different projects have different staff needs.
• In addition to the PM, the key team members might be needed.
i.e., Project Sponsor
Resource manager
Project Architect
Project Team Members
Project Team
Role of Project Team
• They develop project charter that defines the objectives and parameters of the project.
• The project team manages and completes project work
• Project teams sent reports each month to top executives
• Project teams studying past project reports of similar project they are about to start.
• Role of Project Manager?
• Role of Project Sponsors ?
• Role of Resource Manager?
Different Approaches towards managing Project
1. System Approach
2. Contingency Approach
3. Leadership approach
4. Teamwork approach
Different Approaches towards managing Project
1. System Approach
Firm → Program → Project →Tasks → Subtasks
• E.g., One cannot even start the design process of plane without a clear
understanding of the subsystems that a part of the plane and the larger systems of
which it will be a part as well as those that comprise its environment.
Different Approaches towards managing Project
2. Contingency Approach
• Contingency approach helps to deal with project risks if they happen.
• A contingency reserve is the amount of resources that an organization sets aside to
deal with project risks.
Project contingency
• Cost contingency: An extra funds allotted to the project for the team to spend if
certain risks happen.
• Time Contingency: An extra time built into a project schedule to account for
project risks.
Different Approaches towards managing Project
3. Leadership Approach
• The leadership approach to project management centers on the role of the project
manager as a leader and motivator of the project team.
• Project managers using this approach often adopt different leadership styles based
on the project's needs and team dynamics.
4. Teamwork approach
• It recognizes that the success of a project often hinges on the collaboration, skills,
and motivation of the team members.
• Project managers using this approach invest time in team development, fostering a
positive team culture, and aligning team members' strengths with project tasks.
Functioning of different types project organizations
(1) Pure Project Organization
(2) Functional Project Organization
(3) Matrix Project Organization
(4) Mixed Organizational Systems
Functioning of different types project organizations
(1) Pure Project Organization
• Individuals assigned full- time to the project.
• The supplies, equipment and workers arrive when they are needed, do the work,
complete the project
• When the project is completed, accepted by the client, equipments released, then
the PM and the specialists return to their parent firm and await the next project.
• Pure projects are generally separated from the day- to - day operations of the
parent organization.
• For large projects, the pure project organization is effective and efficient, but for
small projects it is a very expensive way to operate.
Functioning of different types project organizations
(1) Pure Project Organization
Functioning of different types project organizations
(1) Pure Project Organization
Pure Project Organization generally separated from the day- to - day operations of
the parent organization.
Functioning of different types project organizations
Pure Project Organization
Demerit Merit
• The fractional resource problem • In the pure project, communication
lines are short and messages move
• High personnel costs rapidly.
• “Projectitis” problem
Functioning of different types project organizations
(2) Functional Project Organization
• Organization is divided into various functional department.
• Project assigned to the functional department
• Unlike pure projects, functionally organized projects are embedded in the
functional group
Functioning of different types project organizations
Functional Project Organization
Merit Demerit
• Minimize personnel costs • Communication problem.
• The project is rarely a high- priority
• “Projectitis” will be minimal item.
Functioning of different types project organizations
(3) Matrix Project Organization
• Captures the advantages of both the
pure project and the functionally
organized project
• There are two distinct levels of
responsibility in a matrix
organization.
Functioning of different types project organizations
(3) Matrix Project Organization
Demerit
Merit
1. Infighting
1. Efficient
2. Stressful
2. Strong Project Focus
3. Slow
3. Easier Post-Project Transition
4. Flexible
(4) Mixed Organizational Systems
Functional, matrix, and pure projects exist side by side in some organizations
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