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Project manager roles responsibilities

Project manager roles responsibilities



From the collection of hisham pasha

From the collection of hisham pasha



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    Project manager roles responsibilities Project manager roles responsibilities Presentation Transcript

    • Planning and Defining Scope
      • Ensure there are measurable goals.
      • Do not rush the planning process.
      • Use IS historical data.
      • Permit all questions.
      • Seek to understand.
      • Focus on customer’s needs, not the technical ones.
      • Recognize that all the operational areas are of equal importance.
      • Remember the most important word in project management--customer.
    • Activity Planning and Sequencing
      • Be prepared to run meetings.
      • Assign resources.
      • Construct activity sequences.
      • Define procurement requirements.
      • Ensure the operational managers gather appropriate data.
      • Define project activity constraints and assumptions.
      • Determine skill requirements for critical activities.
      • Develop cost estimates.
    • Activity Planning and Sequencing
      • Establish a project organization structure.
      • Establish project administrative benchmarks and standards.
      • Identify potential risks.
      • Ensure there is a viable quality system program.
      • Identify standards that can impact the project.
      • Link budget items with activities.
      • Remember customer needs come first.
      • Write the comprehensive activity plan.
    • Resource Planning
      • Assist operational managers on resource issues.
      • Assist the operational managers in identifying resource links.
      • Consider alternate resource types.
      • Develop a people availability formula.
      • Ensure there are budget allocations for all resources.
      • Ensure there are criteria that establish resource needs.
      • Identify skills by labor classification, then by name.
      • Consider the customer’s needs.
    • Resource Planning
      • Know reasons for resource uses.
      • Resolve capital spending.
      • Resolve resource availability issues.
      • Emphasize skills over headcount.
      • Validate resource requirements.
      • Work with operational managers to balance resources.
      • Work with the strategic manager to identify available resources.
      • Write the resource plan.
    • Time Estimating
      • Ensure there are appropriate criteria for doing estimates.
      • Collect all the estimates prior to totaling.
      • Use technical support from vendors.
      • Establishing a scientific approach to time estimating.
      • Resolve estimates beginning with the smallest.
      • Set daily priorities to resolve time estimate issues.
      • Analyze time estimates for impacts.
      • Determine potential risks because of estimates.
    • Time Estimating
      • Use project management software to do scenarios.
      • Finish the time estimating process before scheduling.
      • Document issues.
      • Include time estimates for quality control.
      • Determine impact of estimates on cost estimates.
      • Determine impact of estimates on resource availability.
      • Remember the budget cycle can affect time estimates.
      • Determine impact of procurement on time estimates.
    • Developing Schedules
      • Align the schedule to the customer’s expectations.
      • Analyze the schedule for various impacts.
      • Communicate with vendors on schedule status.
      • Create the schedule against the project goals.
      • Define estimates to average capabilities.
      • Define the lag-lead time relationships.
      • Define the start-end time dependencies.
      • Determine how the schedule is impacted varying cost potentials.
    • Developing Schedules
      • Determine how the acquisition of outside resources affects the schedule.
      • Establish project administrative benchmarks and standards.
      • Determine the budget cycle’s impact.
      • Determine potential risks on the schedule.
      • Discuss with procurement group project requirements.
      • Do resource and time leveling.
      • Document assumptions and constraints.
      • Documents issues and discuss at meetings.
    • Developing Schedules
      • Ensure resource availability.
      • Ensure the schedule has realistic training and documentation requirements.
      • Ensure that quality control activities are scheduled appropriately.
      • Look for “forgotten” activities, such as meetings.
      • Set daily priorities for self to consider schedule.
      • Smooth the schedule through a balancing of activities, time, and resources.
      • Validate the schedule by getting everyone’s concurrence.
    • Cost Estimating
      • Ensure there are valid estimating criteria.
      • Analyze cost estimates for potential impacts on skills, equipment, and materials.
      • Collect all estimates before totaling.
      • Determine impacts on time estimates.
      • Determine impact on outside resource acquisitions.
      • Determine impacts of budget cycle on estimates.
      • Determine potential risks on estimates.
      • Document issues and discuss in meetings.
    • Cost Estimating
      • Have a “scientific” cost estimating process.
      • Factor in procurement requirements.
      • Finish cost estimating before doing budgeting.
      • Include quality control and assurance cost.
      • Look for “forgotten” activities.
      • Resolve cost estimates beginning with the least.
      • Resolve cost issues well in advance of the “spending” date.
      • Set daily priority to consider cost estimate issues .
      • Use software to develop scenarios before a “happening.”
      • Use technical support of vendors to define any installation or configuration cost estimates.
    • Developing a Budget
      • Be aware of events that can affect the budget’s monthly reports.
      • Be aware impacts of vendor invoicing cycles.
      • Ensure cost estimates are entered into the budget correctly.
      • Ensure that operational managers do monthly budget status reports.
      • Ensure reliable cost estimates.
      • Ensure reliable resource estimates.
      • Ensure reliable time estimates.
    • Developing a Budget
      • Ensure that predicted spending is reliably given by month.
      • Ensure you have a budget to manage project administration.
      • Hold a monthly meeting on budgetary issues.
      • Identify funding for contingencies, such as emergency travel.
      • Identify capital costs.
      • Seek the lowest staff costs.
      • Seek to reduce extraordinary costs, such as travel.
      • Use software to do scenarios.
    • Controlling Quality
      • Place quality planning at the top of the project agenda.
      • Ensure there is significant time allocated for quality activities.
      • Guarantee there is time estimates for peer reviews.
      • Have a configuration control mechanism.
    • Controlling Quality
      • Create an appropriate reporting system on quality issues.
      • Assure that quality issues stay at the deliverable level rather being consider personal.
      • Have a separate line in the budget for quality control and assurance.
      • Have a location where all standards and other quality related documentation is available to everyone.
    • Managing Risks & Opportunities
      • Discuss risk potentials at all meetings.
      • Identify people to correct quickly potential risks.
      • Identify people that can do evaluations of issues.
      • Ensure that risk management has the time in the schedule to do a proper job.
      • Ensure there is a distinctive budget line for risk management.
      • Ensure there are skilled personnel to handle risk evaluations.
      • Ensure there is a contingency fund for risks.
      • Be responsible for risk management.
      • Ensure that potential risks are identified.
    • Project Modeling
      • Answer the basic modeling question with a yes.
      • Ensure that appropriate historical data are available.
      • Be prepared to hire a consultant.
      • Ensure any financial model is consistent with any corporate one.
    • Network Optimization
      • Determine budgetary source for any network optimization.
      • Have management and performance tool strategies.
      • Have a tools expert or two on staff.
    • Gantt Chart and Schedules
      • Have contractors use a standardized Gantt chart.
      • Use as a part of executive summaries.
      • Use for initial project planning.
      • Use to refine project plan.
      • Use to revise activity requirements.
    • PERT/CPM Techniques
      • List activities; do not consider resources.
      • Revise activities list by priority and interdependency.
      • Review activity network diagrams with appropriate managers.
      • Convert the diagrams to a PERT chart.
      • Identify the critical path.
      • Identify the plan using limited resources.
      • Make the PERT chart a living document.
    • Risk Analysis
      • Control risks, rather than risk controlling you.
      • Responsible for solving risks.
      • Establish measurable objectives, benchmarks and performance standards.
      • Prepare for potential risks by using a risk analysis tool.
      • Handle risks in a positive manner.
    • Risk Analysis
      • Discuss potential risks at meetings.
      • Keep good historical documentation on potential risks.
      • Create regular status reports.
      • Keep a neutral position.
      • Ensure that upper-level management comprehends the consequences of a potential risk.
    • Learning Curve Analysis
      • Consider long-term benefits.
      • Consider learning curve analysis for training activities and results.
      • Factor into time and cost estimates the implications of the learning curve.
    • Documentation
      • Ensures consistency through templates and standards.
      • Develops executive summaries.
      • Manages project administrative documents.
      • Keeps a daily project log.
    • Miscellaneous Software Packages
      • Ensure there are standards and templates if general administrative software is used.
    • Legacy Software and Hardware Analysis
      • Comprehend the implications on the legacy software and hardware caused by a project.
      • Remember that legacy is the state of the IS network one minute ago.
    • Profitability Analysis
      • Use profitability analysis to prepare executive summaries in terms of return on investment.
      • Identify sources for doing profitability analysis.
      • Answer pre-proposal questions.
    • Scalability, Interoperability and Portability Analyses
      • Make the abstract infrastructure concrete for the customer when project issues arise that might impact the infrastructure.
    • Team Management
      • You lead; the team succeeds.
      • Communicate. Communicate. Communicate.
      • Praise in public; condemn in private.
      • Software does not rule; it’s only your guide.
    • Customer Involvement
      • Spokesperson for the project.
      • Listen to the managers’ issues on customers and resolve them.