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The following will be discussed in this chapter: The PM’s roles, the PM’s responsibilities to the project, selection of a project manager, project management as a profession, fitting projects into the parent organization, the project team, multidisciplinary teams - balancing pleasure and pain. | Chapter 2 The Manager, the Organization, and the Team Introduction Project manager usually selected after project is selected It is job of project manager to make sure that the project is properly planned, implemented, and completed Project manager then recruits qualified people for the project Learning project tools and techniques is easy, succeeding as a project manager is hard The Project Manager’s Roles Facilitator Facilitator versus supervisor Must ensure that those working on project have the appropriate knowledge, resources, and time to accomplish their responsibilities Systems approach Must understand how everything impacts the overall project Communicator Must communicate effectively with the various stakeholders of the project Communication Paths for a Project Manager Figure 2-1 Virtual Project Manager More and more often, project teams are geographically dispersed Often referred to as “virtual projects Much of the communication is conducted via email, through websites, by | Chapter 2 The Manager, the Organization, and the Team Introduction Project manager usually selected after project is selected It is job of project manager to make sure that the project is properly planned, implemented, and completed Project manager then recruits qualified people for the project Learning project tools and techniques is easy, succeeding as a project manager is hard The Project Manager’s Roles Facilitator Facilitator versus supervisor Must ensure that those working on project have the appropriate knowledge, resources, and time to accomplish their responsibilities Systems approach Must understand how everything impacts the overall project Communicator Must communicate effectively with the various stakeholders of the project Communication Paths for a Project Manager Figure 2-1 Virtual Project Manager More and more often, project teams are geographically dispersed Often referred to as “virtual projects Much of the communication is conducted via email, through websites, by telephone, or video conferencing To succeed, communication between project manager and project team must be frequent, open, and two-way Responsibility to Senior Management Must keep senior management up to date on the state of the project Particularly important to keep management informed of any problems Or any likely to affect the project in the future Never let the boss be surprised Responsibility to the Client The project manager is also responsible to the client Clients often want changes to the project Cost, schedule, scope change Cost of changes often exceed client’s expectations Project manager must be certain the client understands the impact of the changes on the project’s goals of delivery time, cost, and scope Responsibility to Project Team Facilitate the work of the team Help the team succeed Serve as advisor, counselor, confessor, and interested friend The Project Manager’s Responsibilities to the Project Acquiring resources It is the project manager’s responsibility to .
