WHAT DOES

A PROJECT

MANAGER

DO?

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

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.

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.

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.

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.

NECESSARY SKILLS

The skills that a good project manager possesses are many

and varied,covering the entire spectrum of

the human personality.

Personal Skills

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.

NECESSARY SKILLS

NECESSARY SKILLS

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.

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.

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.

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.

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.

TECHNICAL SKILLS

project manager

s

•It depends on the type and size of projects, their structure, resources available, and the project environment’.•Team discussion

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

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.

MANAGEMENT SKILLS

1-Project planning,

initiation, and organization

2-Recruiting people and

keeping them

4-Effective project

negotiation

3-Software tools for project

management

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

WHAT DOES A PROJECT MANAGER DO?

Managing risk and making

decisions

Effective problem

management

Performance management

Managing the projects within

the organization

WHAT DOES A PROJECT MANAGER DO?

Project management

professional (PMP) exam review

Growing and sustaining a high-performance team

Managing change within

an organization

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,?

•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.

COPING SKILLS

WHAT DOES A PROJECT MANAGER DO?

PROJECT MANAGEMENT SKILLS DEVELOPMENT

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

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

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