Responsibilities of a project manager processing a project

Key Responsibilities:

Step 1: Identify and frame the problem or opportunity. 

In this phase, the fundamental need is identified. The need is then quantified with respect to factors such as its size, shape, and extent. This leads to the creation of a Requirements Document, which articulates the need in as much detail as possible. The true need must be completely understood before attempting to define the best solution. A significant number of project failures can be attributed to the phenomenon of solution jumping. In simple terms, this occurs when you try to provide an answer without understanding the question. This is a real possibility whenever the requirements are not fully defined, and impulse— rather than a rational process—is used to determine the project solution.

Step 2. Identify and define the best project solution. 

In Step 2, early determinations should be made regarding which work groups should be involved. A team should be formed to assist in this and all subsequent process steps. This step begins by identifying all reasonable alternatives. The team may use brainstorming or similar creativity techniques to help identify alternative solutions. Using criteria previously agreed upon, the team then singles out the “best” solution. This is the actual project. The team prepares project definition documents, which consist of a comprehensive narrative description of the preferred execution approach, the criteria for project completion, and the definition of project success. In many organizations, this step concludes with a formal proposal to management and formal approval or authorization to proceed is granted. If the project is not approved, it may be terminated. 

Step 3. Identify task and resource requirements. 

Once the project solution is identified, we’re ready to move to the next phase, which is to identify the task and the resource requirements. This is also referred to as scope management. In this step, the team identifies all of the work to be done (the tasks). Consideration should be given to the preferred methods for doing the work and how much of the work will be done using internal resources. Preliminary resource commitments should be secured for all work. 

Step 4. Prepare the control schedule and resource allocation plan. 

Creating the project schedule consists of several steps. First, a network or logic diagram is prepared to display the optimum sequencing of the tasks. Next, the length of time required to complete each task (its duration) is estimated. By combining information on the preferred sequence of tasks, the estimated task durations, and an assumed project start date, the team can place tasks in “real time,” much like scheduling appointments on a calendar. This reveals the total project duration and the expected project completion date. The final part of this step consists of creating a logic-based, time-scaled bar chart that will be used during the project execution to track progress. 

Step 5. Estimate project costs and prepare a project budget. 

In this step, the project manager coordinates the preparation of a cost estimate for the project. A variety of methods may be used to estimate cost, depending upon the level of detail that exists at that time. The overall project cost is allocated to individual elements of the project, thus creating a budget for each major work element. This budget is used to monitor and control cost expenditures during project execution. 

Step 6. Analyze risk and establish stakeholder relationships. 

Once the project team has identified the work, prepared the schedule, and estimated the costs, the three fundamental components of the planning process are complete. This is an excellent time to identify and try to deal with anything that might pose a threat to the successful completion of the project. This is called risk management. In risk management, “high-threat” potential problems are identified. Action is taken on each highthreat potential problem, either to reduce the probability that the problem will occur or to reduce the impact on the project if it does occur. Though treated as a discrete step, risk analysis should be a continuous process: you should be ever vigilant for threats to your project’s success. This is also a good time to identify all the project stakeholders and establish or solidify relationships that will be maintained throughout the life of the project.

 Step 7. Maintain control and communicate as needed during execution. 

During project execution, people are carrying out the tasks and progress information is being reported through regular team meetings. The team uses this information to maintain control over the direction of the project and takes corrective action as needed. The first course of action should always be to bring the project back “on course,” to return to the original plan. If that can-not happen, the team should record variations from the original plan and record and publish modifications to the plan. Throughout this step, organizational managers and other key stakeholders should be kept informed of project status according to an agreed-upon frequency and format. The plan should be updated and published on a regular basis. Status reports should always emphasize the anticipated end point in terms of cost, schedule, and quality of deliverable. 

Step 8. Manage to an orderly close-out.

This step is often characterized by the development of a punch list. A punch list is a relatively small list of tasks that the project team needs to complete in order to close out the project. The project manager must keep team members focused at this critical time. Unfortunately, far too often the attention of the team begins to drift because the project is shutting down. If this step of the process is not managed in an orderly fashion, the end can have a tendency to drag on. This can have a devastating effect on customer satisfaction. Finally, the team should conduct lessons learned studies, to examine what went well and what didn’t. Through this type of analysis, the wisdom of experience is transferred back to the project organization, which will help future project teams.

Responsibilities of a project manager in overall context:

The Project Manager is accountable for the following: 

1. Works with project sponsor and finalize project business case 

2. Facilitates capturing the project customer’s functional requirements 

3. Establishes definition of project scope and general baseline for time/costs 

4. Writes the charter for the project 

5. Facilitates developing a work breakdown structure (WBS) for the project 

6. Facilitates and is accountable for development of detailed project estimates 

7. Develops and is accountable for a detailed baseline of project schedule 

8. Develops all project controls, including cost, time, change and risk 

9. Oversees project execution with regard to schedule, budget, scope, quality and risk 

10. Maintains accountability for quality of project deliverables

11. Manages vendor or subcontractor’s performance on the project 

12. Provides periodic updates to the project sponsor 

13. Manages overall project communications, including project documentation 

14. Acts as the central source of project status (verbal & written) for the project team, stakeholders and sponsor(s) 

15. Facilitates assignment/accountability of project resources 

16. Works with functional managers on resource allocation and management of resource contentions 17. Manages project team efficiency and effectiveness, while coordinating and fostering teamwork 18. Facilitates project team meetings and status review meetings 

19. Ensures adherence to the organization’s project management framework 

20. Obtains written sign off on project completion

21. Provides periodic feedback to individuals on their project performance 

22. Coaches team members when needed 

23. Provides periodic feedback to managers on their associate’s performance on the project 

24. Works with the project sponsor to recognize the team/individual achievements on successful project completion 

Required skills for assessing a project

Communication effectiveness

Conveys goals and objectives clearly and in a compelling manner; listens effectively and clarifies information as needed;interprets verbal and non-verbal messages that others communicate; produces clear status reports; communicates tactfully and candidly. 

Ensures that project status, issues and successes are communicated to project team, stakeholders, sponsors, steering committee and all levels of management and documented appropriately. 

Motivates project team members to action. Identifies common themes, makes inferences and draws conclusions. Ensures open communication on the project team. Addresses delicate situations and handles conflicts in such a way as to maximize opportunity and minimize risk.

Decision making

Understands how and when to make a choice; how and when to escalate issues to higher levels. Analyzes the risks and future impact of decisions. Makes decisions and takes timely independent action in pursuit of priorities.

Influencing and leading 

Exerts strong influencing skills to impact choices on immediate and long-term directions. Understands and effectively uses established policies and procedures. 

Actively seeks ways to recruit, hire, retain and manage a diverse workforce. 

Undertakes continual adjustments with stakeholders in a persuasive manner, to keep the project on course, by use of positive win/win negotiation. 

Establishes trust.

Recognizes how corporate culture impacts the success of the project; knows how to use organization to achieve objectives.

Responsibility and accountability

Prioritizes own and team’s work.

Anticipates consequences of actions, potential problems, or opportunities for change. Sets and meets realistic deadlines. 

Forecasts changes and communicates current and projected issues. 

Ensures a high level of fiscal control and accountability for project budget. Creates within the team a shared focus on the importance of achieving results. 

Creates work standards for project; establishes and defines roles and responsibilities, specific outcomes, and clear measures for quality and success of the team.

Follows through with fair and consistent consequences for both achieving and not achieving results. 

Provides performance feedback and assists employees with plans for development and training