WHEN DO YOU APPOINT THE PM
•Its important that the PM is appointed early(Pre-Initiation Stage) so that he can be involved in the project initiation and definition process.
THE PM APPOINTMENT; KEY ATTRIBUTES
•The PM appointment must provide clarity on the ff;
–Responsibility, Duties & Tasks
–Qualifications & Experience
–Key Character Traits
THE PM'S IDENTITY
•The project manager is identified or labelled by the industry/environment within which the project is located.
•“Construction Project Manager” responsible for the management of projects within the built environment from conception to completion, including management of related professional services.
•“ICT Project Manager” responsible for the management of projects within the ICT sector from conception to completion, including management of related professional services.
THE PM'S ROLE
•“The person assigned by the performing organization to achieve the project objectives as stated in the Project baseline/Project Charter”.
•( PMBOK,5th Edition)
•Manage the project on a day-to-day basis to bring it to a successful conclusion.
•Prime Mover/driver of the PM Process/Cycle
•NOT A POSITION/FUNCTIONAL ROLE
PM ROLE EVOLUTION
–( Communicator + No Project Responsibility/Authority)
–Functional/Weak Matrix Structure
–(Communicator + Limited Project responsibility/Authority)
–Functional/Weak Matrix Structure
•Matrix Project Manager
•(Same as Project Expediter/Coordinator +Additional responsibility/Authority)
Pure Project Manager
–( Full delegated Responsibility/Authority)
–Pure Project Structure
PM GENERIC DUTIES/TASKSPHASEPROJECT MANAGEMENT ACTIVITIES/TASKSProject Pre-InitiationBusiness Case/plan(Project justification/motivation), Project Selection, Selection of the Project Manager .Project Initiation
Client Brief, Team Selection, Needs/Wants Analysis, Initial Assessment/Pre-feasibility Study, Project Brief,/Preliminary Scope Statement,
Prepare the Project Charter, Identify Stakeholders .
Project final feasibility
Final Project Brief
Project Scope definition & securing stakeholder approval
Work Breakdown Structure
Project Planning( Project baseline -TIME,COST,DELIVERABLE)
Resource Planning and control
Project Team selection(With the project sponsor)
Assign roles and responsibilities to team members-RAM
Control work flow to team members
Motivate & Support team members
Stakeholder Liaison- project team, external suppliers, project sponsors, end-users, PMs of interfacing projects etc
Ensure quality of project deliverables
Deal with project problems/issues as they arise(Fire-Fighting)
Scope change management- change approval decisionsProject Monitoring & Control
Monitor, evaluate & control progress(time, cost,quality and risk)
Project Close outPlan & Control Project Close out- Project handover,documentations,project reports
•The PM is accountable to the ff. who appointed him;
–Project Steering Committee or Project Board
•PM derives his authority via his appointment by the PSC,Project Board or Project Director,Project Client etc_
•PM carries a written delegated and temporal authority from the Project Owners or Initiators
•PM has the authority to use cash and organisational resources up to the limit set in the project charter or plan.
•PM has the authority to make prudent,ethical and strategic decisions on the projectProject Key stakeholders or team members must be informed and respect this authority as far as the project is concerned.
PM MINIMUM QUALIFICATIONS & EXPERIENCE
•Juristic Person eg. A Registered Company with natural persons in their employment that have the min qualifications and experience.
•Natural Person eg. John Smith
•BSC/B-TECH/HND/ND-(BUILT ENVIRONMENT INDUSTRY OR ANY PM RELATED INDUSTRY)
•FORMAL PM TRAINING( MIN OF 35 CONTACT HOURS)- DEGREE,MASTERS OR CERTIFICATE OR BOOTCAMPS
–PM experience(min 4 - 10 years)
–PROFESSIONAL COUNCIL REGISTRATIONS(SACPCMP/PMI)
•(Pr. CPM, Pr.CM,PMP etc)
PM CORE COMPETENCES & SKILLS
•Technical Project Management Skills
–Project Scope, Schedule, Cost, Quality, Risks and Issues Management etc
–Technical guru on small projects but less important as the project grows.
–Adaptive Leadership Style.
–Team Leadership(Guide, Motivate and Direct a Team)
–Conflict Prevention, Resolution & Negotiation
•( Team/Stakeholder Conflicts),
•Strategic & Business Management skills
–Knowledge, understanding and experience in the dynamics of the project industry/sector that can enhance business performance and better delivery of business outcomes
(Ref; PMI Talent Triangle)
PM ETHICAL STANDARDS
•PMI Code of Ethics/Ethical Decision-Making framework
•SACPCMP Code of Ethics
PM- SUCCESS PERSONALITY TRAITS
Honesty & Integrity
Upbeat and optimisticSensitivityAlertness and quicknessLogical and objective analyst
Leadership StyleVersatilityPlanner & organizer
Energy ,drive, passionSpontaneous and flexible
Dedication & Commitment
Participative Management Style
Brave and toughness
Willing to deal with frequent interruptionsCreativity
Closer or a go getter
Whatapp the PM GURU on +1 317 629 3820 for more details on this topic
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