The document outlines the roles and responsibilities of a project manager, emphasizing the importance of comprehensive planning, activity sequencing, resource management, and effective communication with stakeholders. It details the processes for time and cost estimating, developing schedules, managing risks, and ensuring quality control, while prioritizing customer needs throughout the project lifecycle. The document also covers tools for project management, such as Gantt charts, PERT/CPM techniques, and the importance of documentation and team management.

1. PROJECT MANAGER
ROLES AND
RESPONSIBILITIES

2. 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.

3. Activity Planning and
Sequencing
• Be prepared to run meetings.
• Assign resources.
• Construct activity sequences.
• Define procurement
requirements.
• Ensure the operational managers
gather appropriate data.
• Establish a project organization
structure.
• Establish project administrative
benchmarks and standards.
• Identify potential risks.
• Define project activity
constraints and assumptions.
• Determine skill requirements
for critical activities.
• Develop cost estimates.
• Identify standards that can
impact the project.
• Link budget items with
activities.
• Remember customer needs
come first.
• Write the comprehensive

4. 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.
• Know reasons for resource uses.
• Resolve capital spending.
• Resolve resource availability
issues.
• Ensure budget allocations for
resources.
• Ensure there are criteria that
establish resource needs.
• Identify skills by labor
classification, then by name.
• Consider the customer’s
needs.
• Validate resource
requirements./Write the
resource plan.
• Work with operational

5. 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.
• Use project management software
to do scenarios.
• 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.
• Determine impact of
estimates on cost estimates.
Cont
d.

6. Time Estimating
• Finish the time estimating process
before scheduling.
• Document issues.
• Include time estimates for quality
control.
• Determine impact of
estimates on resource
availability.
• Remember the budget cycle
can affect time estimates.
• Determine impact of
procurement on time
estimates.

7. 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.
• Determine how the acquisition of
outside resources affects the
schedule.
• Establish project administrative
• 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.
• Discuss with procurement
group project requirements.
• Do resource and time
Cont
d.

8. 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.

9. 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.
• Have a “scientific” cost estimating
process.
• Factor in procurement
• Determine impact on outside
resource acquisitions.
• Determine impacts of budget
cycle on estimates.
• Determine potential risks on
estimates.
• Document issues and discuss
in meetings.
• Resolve cost issues well in
advance of the “spending”
date.
Cont
d.

10. Cost Estimating
• Include quality control and
assurance cost.
• Look for “forgotten” activities.
• Resolve cost estimates beginning
with the least.
• 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.

11. 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 predicted spending is
reliably given by month.
• Ensure you have a budget to
manage project administration.
• Hold a monthly meeting on
budgetary issues.
• Ensure that operational
managers do monthly budget
status reports.
• Ensure reliable cost
estimates.
• Ensure reliable resource
estimates.
• Ensure reliable time
estimates.
• Identify funding for
contingencies, such as
emergency travel.

12. 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.
• 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.

13. 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.

14. 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.

15. Network Optimization
• Determine budgetary source for any network optimization.
• Have management and performance tool strategies.
• Have a tools expert or two on staff.

16. 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.

17. 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.

18. 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.
• Discuss potential risks at meetings.
• Keep good historical documentation on potential risks.
• Create regular status reports.
• Keep a neutral position.

19. 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.

20. Documentation
• Ensures consistency through templates and standards.
• Develops executive summaries.
• Manages project administrative documents.
• Keeps a daily project log.

21. 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.

22. 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.

23. 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.

24. Customer Involvement
• Spokesperson for the project.
• Listen to the managers’ issues on customers and resolve them.

25. Name : Soumyaa De
PMP & Registered Prince2
Practitioner)
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