Project manager

The project manager is responsible for the operational planning and control of the project. In this context, he is responsible for the achievement of tangible, schedule and cost objectives during the project implementation. In the planning area, it defines objectives and resources required for their achievement.

Scope of competence of a project manager

The range of skills of a project manager is primarily dependent on the management structure of project groups. Here two types are distinguished:

  • In non-hierarchical project groups all group members have equal rights, they are jointly responsible for the project outcome.
  • In hierarchical project groups a member is equipped with special expertise and responsibility. The range of skills depends largely on the shape of the project organization, ranging from information and application right through to full management expertise within the project. You can change in the course of project implementation thoroughly. In each project, whose members take different roles. Sometimes they are already fixed in advance, often they form, however, only during the group stages of education.

Tasks of the project manager

As part of the project planning, the main tasks of the project manager be resource and budget planning as well as the objectives of the project.

Most precise formulation of realistic project goals: state to prevail at the end of the project to achieve measures to reach the target state, are not part of the target formulation. Were still dealt with the client no concrete project goals, it is the central function of the leader, they agreed with the customer. Continue this includes the documentation of the project order to secure the approval of the project by the Steering Committee.

For the project organization include primarily the role definition, the integration of the project into the existing corporate structure, and the development of project-based teamwork and communication structures. In the composition of the project team quality and the number of members must be observed. On the one hand, all key stakeholders be represented, on the other hand, however, the size of the team should not be exceeded, since only in groups of up to eight can be really worked efficiently.

The project manager should also set with a targeted organizational structures, the chaos and the resulting uncertainties limit ( in structuring the project stages and project phases).

The project manager is responsible for planning the project efficiently, to coordinate and to control. Assistance is provided by traditional instruments such as network planning, project budgeting and resource planning. More recent instruments of planning services also include project definition, the analysis of the project environment, the project structure plan and phase-related workshops ( project launch, milestone, project final workshop ).

The above instruments help to consider projects in their entirety, represent dependencies and facilitate project- internal communication.

  • Planning of appropriate communication structures
  • Motivation of members to intensive communication
  • Forward required information

In operational practice may lead to the dissemination of misinformation or done a little or no exchange of information. This can lead to de-motivation of project participants and resulting from inefficient work. The project manager should especially ensure that the content, timing and type of communication to be coordinated so as to ensure a smooth exchange of information within the group.

The project team members are often referred to by different departments, with departmental interests arise. For better understanding: In a project for product development, for example, seeks the technical department ostensibly a technological solution, whereas the sales in turn wants a competitive product. It is the responsibility of the project manager to take on a so-called integrative function:

  • Competing interests
  • Bridging cultural differences
  • Formation of a team that pulls together.

In the context of project controlling the project manager monitors project performance, schedule and cost as well as their compliance with the defined project objectives. The transfer of these activities to a team member is common in practice (Project Controller).

The project manager is responsible for ensuring that affected by the project department manager are regularly and be matched together at agreed times, or on demand, the project results (eg the advisory board ).

The project manager, employees often without being their direct supervisor. Even without these direct power would like the project that motivated his project and is working reliably - in practice this is often difficult to enforce and can only be achieved by high motivation on the part of the project manager. As already mentioned, the management of the employee depends on the respective line structure. In this case, the head includes the following duties and powers to:

  • Assigning appropriate project tasks to group employees
  • Say in vacation and absence planning for members
  • Education and training of the group in terms of project results and their achievement
  • Resolves conflicts within the group, as these can aggravate internal collaboration.
  • Strengthening the team feeling and motivation of the group
  • Create a creative work environment (avoidance of resistance to new solutions).

In practice, people often affected by the problem of organization are used as a project manager, to prevent organizational and information technology matters to the interests of the persons concerned prevail.

Requirement for a project

The following qualifications and skills should have a project manager:

  • Mastery of project management tools and their application
  • Experience in project work
  • An eye for the "whole" (as the project manager must coordinate all work within a project )
  • Social skills, especially the ability to lead the project group (ability to delegate, role model )
  • Resilience and adaptability: time pressure, Dealing with resistance
  • Communication skills: co-ordination tasks, outgoing personality, persuasiveness, assertiveness, negotiation hardness and skilful

The German Association for Project Management Association (GPM ) is formulated for leadership skills:

  • Expertise
  • Methodological competence
  • Organizational competence
  • Social skills

Summary

In summary it can be stated that the project manager is responsible for the complete execution of the contract and for compliance with the objective. In this context, it ensures that compliance with the quality criteria will not be ignored. He is also responsible for the planning and control of the project and takes over the project-related personnel management.

Workshop (disambiguation)
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