Unit 3 ‐ Certified and Associate Project Management Professional ‐ Batch 4
Project Management
Professional (PMP)
Resource Person
Dr. Muhammad Wasif, PMP
Deputy Director QEC, Deputy Management Rep. (ISO Cell),
Assistant Professor,
Department of Industrial and Manufacturing Engineering,
NED University of Engineering and Technology.
Unit 3
Role of Project Manager
Resource Person
Dr. Muhammad Wasif, PMP
Assistant Professor
Department of Industrial and Manufacturing Engineering,
NED University of Engineering and Technology.
© Dr. Muhammad Wasif, PMP, NED University of Engineering and Technology, Karachi. 1
Unit 3 ‐ Certified and Associate Project Management Professional ‐ Batch 4
Role of Project Manager
The project manager plays a
critical role in the leadership
of a project team in order to
achieve the project’s
The role is tailored to fit the organization in the same way that the
project management processes are tailored to fit the project
Membership and roles
Responsibility for team
Knowledge and skills
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Project, Functional or Operations Manager
Functional manager focuses on providing management
oversight for a functional or business unit.
Such as; Finance, Procurement or HR Manager
Operations managers are responsible for ensuring that
business operations are efficient.
Such as; Factory, maintenance or quality Manager
Project manager is the person assigned by the
performing organization to lead the team that is
responsible for achieving the project objectives.
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Unit 3 ‐ Certified and Associate Project Management Professional ‐ Batch 4
Project Manager
The project manager is the person assigned by the performing
organization to lead the team that is responsible for achieving
the project objectives. Following are the PM Roles;
Project Leader
In Organization
In Industry
Professional Discipline
Across Discipline
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Project Manager Competencies
Technical project management.
The knowledge, skills, and behaviors
related to specific domains of project,
program, and portfolio management.
The technical aspects of performing
one’s role.
Leadership. The knowledge, skills, and behaviors needed
to guide, motivate, and direct a team, to help an
organization achieve its business goals.
Strategic and business management. The knowledge of
and expertise in the industry and organization that
enhanced performance and better delivers business
outcomes.
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Unit 3 ‐ Certified and Associate Project Management Professional ‐ Batch 4
Politics, Power, And Getting Things Done
Power and its use can be complex given its nature and the
various factors at play in project. Various forms of power include
but are not limited to:
Positional (sometimes called formal, authoritative, legitimate)
(e.g., formal position granted in the organization or team);
Informational (e.g., control of gathering or distribution);
Referent (e.g., respect or admiration others hold for the
individual, credibility gained);
Situational (e.g., gained due to unique situation such as a
specific crisis);
Personal or charismatic (e.g., charm, attraction);
Relational (e.g., participates in networking, connections, and
alliances);
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Politics, Power, And Getting Things Done
Expert (e.g., skill, information possessed; experience, training,
education, certification);
Reward‐oriented (e.g., ability to give praise, monetary or
other desired items);
Punitive or coercive (e.g., ability to invoke discipline or
negative consequences);
Ingratiating (e.g., application of flattery or other common
ground to win favor or cooperation);
Pressure‐based (e.g., limit freedom of choice or movement for
the purpose of gaining compliance to desired action);
Guilt‐based (e.g., imposition of obligation or sense of duty);
Persuasive (e.g., ability to provide arguments that move
people to a desired course of action); and
Avoiding (e.g., refusing to participate).
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Unit 3 ‐ Certified and Associate Project Management Professional ‐ Batch 4
Management vs Leadership
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Leadership Styles
Project managers may lead their teams in many ways.
The style a project manager selects may be a personal
preference, or the result of the combination of multiple factors
associated with the project.
Leader characteristics (e.g., attitudes, moods, needs, values,
ethics);
Team member characteristics (e.g., attitudes, moods, needs,
values, ethics);
Organizational characteristics (e.g., its purpose, structure,
and type of work performed); and
Environmental characteristics (e.g., social situation,
economic state, and political elements).
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Unit 3 ‐ Certified and Associate Project Management Professional ‐ Batch 4
Leadership Styles
Laissez‐faire (e.g., allowing the team to make their own decisions
and establish their own goals, also referred to as taking a hands‐off
style);
Transactional (e.g., focus on goals, feedback, and accomplishment
to determine rewards; management by exception);
Servant leader (e.g., demonstrates commitment to serve and put
other people first; focuses on other people’s growth, learning,
development, autonomy, and well‐being; concentrates on
relationships);
Transformational (e.g., empowering followers through idealized
attributes and behaviors, inspirational motivation,);
Charismatic (e.g., able to inspire; is high‐energy, enthusiastic, self‐
confident; holds strong convictions); and
Interactional (e.g., a combination of transactional,
transformational, and charismatic).
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Personality
Authentic (e.g., accepts others for what and who they are, show open
concern);
Courteous (e.g., ability to apply appropriate behavior and etiquette);
Creative (e.g., ability to think abstractly, to see things differently, to innovate);
Cultural (e.g., measure of sensitivity to other cultures including values,
norms, and beliefs);
Emotional (e.g., ability to perceive emotions and the information they
present and to manage them; measure of interpersonal skills);
Intellectual (e.g., measure of human intelligence over multiple aptitudes);
Managerial (e.g., measure of management practice and potential);
Political (e.g., measure of political intelligence and making things
happen);
Service‐oriented (e.g., evidence of willingness to serve other people);
Social (e.g., ability to understand and manage people); and
Systemic (e.g., drive to understand and build systems)
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Unit 3 ‐ Certified and Associate Project Management Professional ‐ Batch 4
References
Project Management Body of Knowledge, 5th ed, PMI, USA.
Project Management: A Systems Approach to Planning,
Scheduling, and Controlling, Harold Kerzner, 11th ed, Wiley &
Sons.
PMP Exam Prep, 8th ed, Rita et. Al, RMC.
Project Management: Achieving Competitive Advantage, 3rd ed,
Jeffery, K. Pinto, Prentice Hall.
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