The document discusses the role and responsibilities of a project manager. It states that a project manager is responsible for implementing and completing projects on time and on budget by selecting team members, ensuring resources and facilities are available, and taking care of routine details. A project manager takes a generalist approach compared to functional managers who are specialists. The document outlines various responsibilities of a project manager to the parent organization, project, and project team members. It also discusses challenges project managers may face like acquiring adequate resources, dealing with obstacles, and communicating effectively.

1. By
Umesh Kumar Meher 1
The Project Manager
“Project Managers are special people
who will ensure project success”

2. 2
Project Manager
 Responsible for implementing and completing
the project
 Prepare preliminary budget and schedule
 Select people to serve the project team
 Know the client
 Ensure that proper facilities are available
 Ensure that supplies are available when
needed
 Take care of routine details

3. 3
Comparison between Functional and
Project Manager’s Role and
Responsibilities

4. 4
Functional Manager Project Manager
In charge of 1 functional
dept.(eg;marketing,finance)
Oversee many functional
areas
Specialist in the area they
manage
Generalist-wide b.ground of
experience and knowledge
Analytically oriented More skills at synthesis
Know some details of each
operation
Rarely has in depth
knowledge of all areas
Responsible for 4W 1H of
each job/task
Use systems approach
Direct,technical supervisor Facilitator
Know the technology to
advise and solve problems
Facilitate cooperation

5. 5
Vice President
Manufacturing
Welding Machining Assembly Painting
Example of Functional Structure

6. 6
Example of Project Manager responsibilities
Project
Manager
Finance Engineering Contracts PlanningManufacturing Purchasin
g

7. 7
Task of Synthesis
 What needs to be done?
 When must it be done?
 How are resources required to do the
job to be obtained?

8. 8
Project Mgr Responsibilities
 Parent organization
 Project & client
 Members of project team

9. 9
Responsibilities to Parent
Company
 Proper conservation of resources
 Timely and accurate project communication
 Competent management of the project
 Keep management informed – project’s
status, cost, timing and prospects
 Running over budget or delay
 Protect firm from risk
 Damage control

10. 10
Responsibilities to the Project
 Preserve integrity of the project
 Resolve conflicting demands made by
many parties – engineering, marketing,
manufacturing, administration,
purchasing

11. 11
Responsibilities to Project
Team Members
 Finite nature of the project
 Specialized nature of the team
 Concern with future of project people
 Transition back to functional units

12. 12
PM Career Path
 Participation in small and then larger
project
 Give command over small and large
project
 Project engineer, manufacturing
manager, deputy project manager,
project manager

13. 13
Special Demands on the
Project Manager
 Acquiring Adequate Resources
 Acquiring and Motivating Personnel
 Dealing With Obstacles
 Making Project Goal Trade-offs
 Failure and the Risk and Fear of Failure
 Breadth of Communication
 Negotiation

14. 14
Acquiring Adequate
Resources
 Human resource, material, machine,
subcontractors, consultants, space,
utilities
 Resource trade-offs
 Human resource – skills, pay
 Subcontracting – cost, delay, control
 Under and overestimate of resources
 Resource acquisition

15. 15
Acquiring and Motivating
Personnel
 “Borrowed” from functional department
 Top producers and high skill
 Challenge and variety in project
 Influence over salary and promotions
 Effective team members:
 High quality technical skills
 Political sensitivity
 Strong problem orientation
 Strong goal orientation
 High self esteem

16. 16
Dealing With Obstacles
 Better planning, fewer crises
 Project inception – resources
 Budget and schedule
 Change in technical plans, schedule
 Uncertainty surrounding what happens
at the end of the project
 Open communication with all parties

17. 17
Making Project Goal Trade-
offs
 Trade-offs – cost, time, performance
 Technical and managerial functions
 Project formation – no difference in
importance
 Build-up stage – schedule
 Final stage – performance
 Smoothness of running project team
for technical progress

18. 18
Failure and the Risk and Fear
of Failure
 Failure in routine project – come in late
or over budget
 Failure in new project – technical
problem
 Waves of pessimism and optimism

19. 19
Breadth of Communication
 Top management, functional department,
clients, suppliers, authorities, subcontractors
 Engineering change management
 Use of cyber communication tools
 PM fully understand project’s intent
 PM has managed projects that failed
 Have support of top management
 Build and maintain solid information network
 PM must be flexible

20. 20
Negotiation
 Highly skill negotiator

21. 21
Selecting the Project Manager
 Strong technical background
 Hard-nosed manager
 Mature individual
 Someone who is currently available
 Someone on good terms with senior
executives
 A person who can keep the project teams
happy
 One who has worked is several departments
 A person who can walk on the waters

22. 22
Credibility
 Technical credibility –perceived as
possessing sufficient technical knowledge
 Reasonable understanding of base
technologies
 Administrative credibility – responsibilities to
client and senior management
 Trade-offs decisions
 Mature judgments, courage

23. 23
Sensitivity
 Political sensitivity
 Sense inter-personal conflict
 Persuade people to cooperate
 Sense any failure

24. 24
Leadership and Management
style
“Interpersonal influence, exercised in situations
and directed through communication process,
toward the attainment of specified goal or
goals”
 Capitalize on people’s strengths, cover their
weaknesses, know when to take over
 When to punish/reward
 When to communicate

25. Thank
You
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