The document discusses the role and responsibilities of a project manager. It begins by defining key terms like project and project management. It then outlines the various responsibilities of a project manager to the project itself, the organization, the project team, and themselves. Some common challenges faced by project managers are also examined, such as balancing responsibilities and authority. Finally, the presentation identifies important skills for project managers, including project management processes, interpersonal skills, technology management, and desired personal traits.

1. THE ROLEOF
PROJECT MANAGER
The presenter:
Engr. Ricky P Piandong

2. The presenter:
Engr. Ricky P Piandong
Learning Objectives:
After an hour participating in this session, attendes should be
able to:
• Define a Project
• Discuss the three angles of role of Project Manager
• Discuss the Project Manager
• Discuss the Functional Competencies of the Project
Manager

3. The presenter:
Engr. Ricky P Piandong
Pre-Learning Activity:
• What is Project?
• What is a project management?
• Who is project manager?
• What are the Project Manager
Roles and Responsibilities?

4. The presenter:
Engr. Ricky P Piandong
THE ROLE OF PROJECT MANAGER
• The Responsibilities
• The Challenges
• The Skills

5. The presenter:
Engr. Ricky P Piandong
Responsibilities fall into four broad areas:
• The Project
• Your Organization
• YourTeam
• Yourself

6. The presenter:
Engr. Ricky P Piandong
•The Project

7. The presenter:
Engr. Ricky P Piandong
Responsibility to the Project
What is a Project?
Project is a temporary endeavor
undertaken to produce a unique
product or solution.

8. The presenter:
Engr. Ricky P Piandong
•The Organization

9. The presenter:
Engr. Ricky P Piandong
Responsibility to your Organization
You’re expected to adhere
to the policies of the
organization, act within
the limits of your
authority, generally make
decisions that are in the
best interest of the
organizations.

10. The presenter:
Engr. Ricky P Piandong
•TheTeam

11. The presenter:
Engr. Ricky P Piandong
Responsibility to yourTeam
One of your biggest
challenges will be striking an
appropriate balance among
the needs of the individual
team members, the needs of
your team as a unit, and the
needs of your project.

12. The presenter:
Engr. Ricky P Piandong
•The self

13. The presenter:
Engr. Ricky P Piandong
•The Challenges

14. The presenter:
Engr. Ricky P Piandong
Responsibility vs. AuthorityTrap
The gap between responsibility and
authority will be quite wide. To compensate
for your perceived lack of formal authority,
you’ll have to rely expert power (respect you
can garner through superior knowledge or
capability or referent power (often accessed
by practicing an excellent leadership style).

15. The presenter:
Engr. Ricky P Piandong
Imposition of Unrealistic Targets
This approach yields a credible estimation of
what is reasonably achievable. If this
estimation does not meet business goals,
then a systematic risk vs. return process
should be pursued until it can be verified
whether or not the targets can be met
within a given level of elevated risk.

16. The presenter:
Engr. Ricky P Piandong
Perpetual Emphasis on Function
Fueled by three powerful influences:
1. By definition, projects are temporary, but functions live
on.
2. A person considers his or her discipline or area of
expertice as the work focus.
3. The power of the paycheck.

17. The presenter:
Engr. Ricky P Piandong
The Dual ResponsibilityTrap
• Perform their job duties while acting as
the project manager.
• Fundamental problem of the dual
responsibility trap is figuring out how to
divide time and attention between the
two roles.
• Form of the two boss syndrome.

18. The presenter:
Engr. Ricky P Piandong
The Fundamental Conflict of Certainty and
Uncertainty
Many misunderstanding and disconnects between
project managers and organizational management
can be traced to the fundamental conflict between
the certainty that management requires to
properly run the business and the inherent
uncertainty of project work. Example:
COST AND SCHEDULE ESTIMATING

19. The presenter:
Engr. Ricky P Piandong
Skill Requirement of the
Project Manager

20. The presenter:
Engr. Ricky P Piandong
Four Major Knowledge and Skill
categories:
1. Project Management process skills
2. Interpersonal and behavioral skills
3. Technology management skills
4. Desired personal traits

21. The presenter:
Engr. Ricky P Piandong
Project Management Process Skills

22. The presenter:
Engr. Ricky P Piandong
Project Management Process Skills
Project management process skills (sometimes called
the “hard skills”) are knowledge and skills related to the
mechanics of project management. You should be
extremely knowledgeable about the project
management tools, techniques, and process technology
and be able to apply them.

23. The presenter:
Engr. Ricky P Piandong
Interpersonal and Behavioral Skills
Some examples of SOFT Skills:
• Team and individual leadership
• Oral and written communication
• Conflict resolution
• Negotiation
• Influencing
• Delegating
• Coaching and mentoring

24. The presenter:
Engr. Ricky P Piandong
Technology Management Skills
Most projects have one or more
embedded technologies.
An embedded technology refers to the
process or technology areas at the core
of the project.

25. The presenter:
Engr. Ricky P Piandong
Technology Management Skills:
• Proficiency in project’s core (primary) technology
• Proficiency in supporting technology areas
• Industry knowledge
• Ability to prepare comprehensive technical specifications
• Design skills
• Product knowledge
• Process knowledge
• Management of intellectual property
• Patent knowledge

26. The presenter:
Engr. Ricky P Piandong
Desired PersonalTraits
• Honesty and integrity
• Thinks like a generalist
• High tolerance for
ambiguity
• High tolerance for
uncertainty
• Persuasive
• Assertive
• Process-oriented
• Self-aware
/reflective
• Open and
accessible
• Political astute
• Decisive

27. The presenter:
Engr. Ricky P Piandong
Functional Competencies of the Project
Manager
• Project Management Process
Functions
• Technology Management
Functions
• Cognitive Functions
• Team Leadership Functions
• Interpersonal Relationship
Functions
• Self-Management Function
• Motivational and
Personal Development
Functions
• Customer Awareness
Functions
• Organizational Savvy
Functions

28. The presenter:
Engr. Ricky P Piandong
Project Management Process Functions
• Coordinates development of
comprehensive, realistic, and
understandable plans,
estimates and budgets
• Able to balance technical
solutions with business and
interpersonal factors
• Develops and follows
appropriate processes and
procedures for accomplishing
work
• Obtains formal approvals
of project parameters(cost,
schedule, etc) as needed
• Monitors progress and
managers deviations in a
timely and effective
manner
• Anticipate problems and
reacts to charge through a
well- defined, rigorous
process

29. The presenter:
Engr. Ricky P Piandong
Technology Management Functions
• Ensures that a rational process
is used to select the appropriate
technology
• Balance technology
advancement needs with the
need to achieve business
results
• Ensures that all technical
disciplines are appropriately
represented on core team
• Accurately assesses the
quality of most technical
decisions and
recommendations
• Fully utilizes and leverages
all related or supporting
technologies
• Effectively
communications technical
information to a wide
variety of people

30. The presenter:
Engr. Ricky P Piandong
Cognitive Functions
• Gathers information
systematically; seeks input
from several sources
• Considers a broad range of
issues or factors when solving
problems
• Collects the appropriate
quantity of data for the
situation before making a
decision
• Draws accurate
conclusions from
quantitative data
• Makes decisions in an
unbalanced, objectives
manner using an
appropriate process
• Understands concepts of
risk vs. return and makes
judgements accordingly

31. The presenter:
Engr. Ricky P Piandong
Team Leadership Functions
• Fosters development of a
common mission and vision
• Clearly defines roles,
responsibilities, and
performance expectations
• Uses leadership style
appropriate to situation or
stage of team development
• Fosters collaboration among
team members
• Provides clear direction and
priorities
• Removes obstacles that impede
team progress, readiness, or
effectiveness
• Promotes team participation in
problem solving and decision
making as appropriate
• Passes credit on to team;
promotes their positive visibility
to upper management
• Appreciates, promotes, and
leverages the diversity within
the team

32. The presenter:
Engr. Ricky P Piandong
Interpersonal Relationship Functions
• Adjust approach to individual
situations as personalities
dictate
• Communicate effectively with
all levels inside and outside of
the organization
• Negotiates fairly and
effectively
• Brings conflict into the open
and manages it collaboratively
and productively
• Able to influence without
relying on coercive power
or threats
• Convey ideas and
information clearly and
concisely, both in writing
and orally

33. The presenter:
Engr. Ricky P Piandong
Self-Management Functions
• Maintains focus and control
when faced with ambiguity and
uncertainty
• Shows consistency among
principles, values, and behavior
• Resilient and tenacious in the
face of pressure, opposition,
constraints, or adversity
• Manages implementation
effectively; recognized as
someone who “gets things
done”
• Actively seeks feedback
and modifies behavior
accordingly
• Actively pursues learning
and self-development
opportunities

34. The presenter:
Engr. Ricky P Piandong
Motivational and Personal Development Functions
• Considers individual’s skills, values,
and interests when assigning or
delegating tasks
• Allows team members an appropriate
amount of freedom to do the job
• Accurately assesses individual’
strengths and development needs
• Continually seeks and offers
opportunities for personal and
professional growth
• Provides for training and support
when needed
• Passes credit on to individual ;
promotes their positive visibility
to upper management
• Seeks to understand what drives
individuals behavior before
crying to modify it
• Gives timely, specific, and
constructive feedback

35. The presenter:
Engr. Ricky P Piandong
Customer Awareness Functions
• Anticipates customer’s needs and
proactively strives to satisfy them
• Accurately “translates” customers
and their business
• Actively builds and maintains strong
customer’s verbalized wants into
what they actually need
• Seeks to understand customers and
their business
• Actively builds and maintains strong
customer relationships
• Responsive to customers’ issues,
concerns, and queries
• Actively strives to exceed
customer expectations

36. The presenter:
Engr. Ricky P Piandong
Organizational Savvy Functions
• Involves the right people at the
right time
• Understands, accepts, and
property uses power and
influence in relationships
• Builds and leverages formal
and informal networks to get
things done
• Knows the mission, structure
and functions of their
organization and others
• Understands how project
management is regarded in
their company or
organization
• Understand profitability
and general management
philosophy
• Balances interest and
needs of team/projects
with those of the broader
organization

37. The presenter:
Engr. Ricky P Piandong
Post-Learning Activity:
• Do you want to be come a
project manager? Please
explained.

38. The presenter:
Engr. Ricky P Piandong
References:
• Heerkens, Gary R(2002) Project
management. McGraw-Hill.
• Fundamental of Project Management.
Fourth Edition. Joseph Heagney
• A Guide to the Project Management Body
of Knowledge (PMBOK Guide)

39. The presenter:
Engr. Ricky P Piandong
Quotes: