Project manager roles responsibilities

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From the collection of hisham pasha

Project manager roles responsibilities

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

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