The Impact of Manager's Knowledge Towards Manager's Style in ...
103 Project manager's responsibilities
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Transcript of 103 Project manager's responsibilities
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WHAT DOES
A PROJECT
MANAGER
DO?
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BE NOT AFRAID OF GREATNESS; SOME ARE BORN GREAT; SOME ACHIEVE GREATNESS—OTHERS HAVE GREATNESS THRUST UPON THEM.WILLIAM SHAKESPEARE TWELFTH NIGHT
ManagerialFactors
Technological
FactorsSocial
Factors
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PROJECT MANAGERS FULFIL THE FOLLOWING BROAD REQUIREMENTS
project manager
s •Define and review the business case
and requirements by regular reviews and controls to ensure that the client receives the system that he or she wants and needs.
project manager
s
•Initiate and plan the project by establishing issues such as:
•project format•direction•base lines that allow for any variance
measurements and change control.
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WHAT DOES A PROJECT MANAGER DO?
project manager
s
•Supply Chain-close partnership with the end users, work with project sponsors and other management to establish progress and direction of the project by achieving important issues such as:
•project’s goals•reaching targets•solving problems• and mitigating risks.
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WHAT DOES A PROJECT MANAGER DO?
project managers
•Manage the technology, people, and change in order to achieve goals, reach targets, and deliver the project on time and within budget with perfect product.
project managers
•Manage the project staff by creating an environment conducive to the delivery of the new application in the most cost-effective manner.
project managers
•Be able to manage uncertainty, rapid change, ambiguity, surprises, and a less defined environment.
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WHAT DOES A PROJECT MANAGER DO?
project managers
•Manage the client relationship by using complete and formal reporting format that compliments a respected and productive relationship.
project managers
•Drive the project by leading by example, and motivating all concerned until the project accomplishes its goal.
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NECESSARY SKILLS
The skills that a good project manager possesses are many
and varied,covering the entire spectrum of
the human personality.
Personal Skills
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NECESSARY SKILLS
Project managers must be able to address and solve problems within
the team, as well as those that occur outside the team.
Project Managers must be able to motivate and sustain people.
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NECESSARY SKILLS
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NECESSARY SKILLS
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DEFINE EXPECTATIONS
project managers
•Managers who manage must clearly define what is expected of team members.
project managers
•It is important to do this in writing—get agreement from the individual team members.
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WHAT DOES A PROJECT MANAGER DO?
project managers
•This leaves no room for problems later, when someone states “It’s not my job.”
project managers
•Performance expectations must be defined at the start of the project.
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WHAT DOES A PROJECT MANAGER DO?
project managers •Be considerate and respectful
project managers •Project management is a demanding job with a need for multiple skills at many levels.
project managers •Make people aware that their efforts are appreciated and the work that they do is important.
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WHAT DOES A PROJECT MANAGER DO?
project managers •Be direct yet very respectful
project managers •Project managers are respected if they are direct, open, and deal with all types of problems.
project managers •Never conceal problems or avoid addressing them.
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TECHNICAL SKILLS- 2 SCHOOLS OF THOUGHT
project managers •Some project managers prefer to have little technical knowledge about the projects they manage.
project managers •They prefer to leave the technical management to other junior managers.
project managers •Others have detailed technical skills of computer languages, software, and networks.
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TECHNICAL SKILLS
project manager
s
•It depends on the type and size of projects, their structure, resources available, and the project environment’.•Team discussion
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QUESTIONS THAT PROJECT MANAGERS SHOULD ASK1.What types of technical problems
require management?2.Who will solve them?3.Is it done with quality and
satisfaction?4.Who can I rely on in my project
team?5.What outside resources, if any, can
I draw on for assistance
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TECHNICAL SKILLS
project managers •On larger complex projects there are frequently too many complex technologies for the project manager to get familiar with.
project managers •On smaller projects, the project manager may also be a key technical contributor.
project managers •The project manager is responsible for the entire management of the project, technical or otherwise and will require solutions to the technical issues that will occur.
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MANAGEMENT SKILLS
1-Project planning,
initiation, and organization
2-Recruiting people and
keeping them
4-Effective project
negotiation
3-Software tools for project
management
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WHAT DOES A PROJECT MANAGER DO?
Accurate estimating and
cost control
Project execution and
control
Developing powerful project
presentations and reports
Personal and project
leadership
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WHAT DOES A PROJECT MANAGER DO?
Managing risk and making
decisions
Effective problem
management
Performance management
Managing the projects within
the organization
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WHAT DOES A PROJECT MANAGER DO?
Project management
professional (PMP) exam review
Growing and sustaining a high-performance team
Managing change within
an organization
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WHAT DOES A PROJECT MANAGER DO?
What Does a Project Manager
Do?•It importance of managing change within an organization.
What Does a Project Manager
Do?
•Managers often ask themselves this question of if the technology selected is the correct one for the organization and will lead to success,?
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•Projects do not generally fail because of lack of adequate technology.
•Objective measurements show that most projects fail because the some activities of the project have not received enough attention— the human factor has not been adequately addressed.
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COPING SKILLS
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WHAT DOES A PROJECT MANAGER DO?
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PROJECT MANAGEMENT SKILLS DEVELOPMENT
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SKILLS MANAGEMENT—A ROAD MAP FOR THE WORK FORCE (SOURCE: GARTNER GROUP, INC.).
3-What skills are in-house SkillInventory
2-What information, technologies and skillswill it need to get there?Forecast
1-Where does the enterprise want to be in 36 months?EnterpriseObjective
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SKILLS MANAGEMENT—A ROAD MAP FOR THE WORK FORCE (SOURCE: GARTNER GROUP, INC.).
6-How proficient are the IS staff members in the established and the needed skills?ProficiencyLevels
4-What skills will it need in 12 months? 24 months? 36 months?Skill Definition
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SKILLS MANAGEMENT—A ROAD MAP FOR THE WORK FORCE (SOURCE: GARTNER GROUP, INC.).P
ick ofCompetencies
8-What
sources of IT skills — internal
and
external — can we use to fill the
gaps?Sourcing
7-What
education and
training will
the enterprise offer, to whom and how will it provide this?LearningPortfolio