Project Manager Responsibilities - 3 Major Steps To Success

The Project Management Team:

Picking the project management team will be a cornerstone of the project's chance of good progress. This item is covered within PRINCE2 2009 and PRINCE2 2005 in the sections 'Starting up a Project (SU)' and 'Design and appoint the project management team'.

Among the largest problems for a Project Manager is his lack of direct authority over the team. Each person could be chosen from a distinct department and will have obligations to his or her line boss, in addition to, to the project team. This implies that the Project Manager's capabilities of persuasion will be severely examined. In particular, great communication skills could be useful.

One more concern with the group is their availability. Could they be available on a part time footing or 100 % of the time ? Will individuals be departing the group? If so, some type of succession planning must be in place. It might not be a structured decrease of personnel as long term health issues could be a concern. It could be difficult to replace the experience of an expert. One means around this may be to ask a specialist to develop an internal member. Generally, any job notice periods ought to be designed to enable training time to get any new team member up to speed.

The project management team numbers must be managed. The Project Manager will need just sufficient and no extra. No department enjoys letting go resource unjustifiably. Thus, it is vital to retain a great rapport with department managers.

Project management scope:

The Project Manager responsibilities make him answerable for a project that will generate a desired result. Therefore, it is his responsibility to guarantee that the output is correct and realistic. He ought to challenge this in person to person meetings with the client or the direct user of the output.

The scope may well be realistic, but, if the timetable to realize it is not, the determination of the project management team could be affected. It should be agreed eventually with key interested parties. Keep in mind, that the life of the project may exist for a while following product delivery in regards to extra field assessment and maintenance matters.

It could be a very useful option to have routine scope assessments with the user to be sure that each person's thoughts are still on the same track.

Resource:

There might be raised and lowered resource needs throughout the project life cycle. When this arises, could there be a need for external resource? The alternative should be properly considered.

Outside resource will be more costly but the likely added knowledge may be useful. Furthermore, it may be more flexible and simpler to get rid of if there are management concerns. Nevertheless, the aspect of control may be harder for external resource. Aspects like costs, experience, qualifications and job specifications might enter the calculation.

A disadvantage in employing outside resource is the possible need for their training and getting that resource ready for the project. Additionally, the Project Manager could think that outside resource is not fitting in specific regions, for example health and safety, auditing and training.

If it is not realistic to obtain team members with the correct set of skills then it is part of the Project Manager responsibilities to review any project ramifications and note them.

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