Modern Project Manager
1.0 Definition of Project Manager
Project manager is the person, who is responsible for deliver the project deliverables within the budget and within the time frame, in accordance with technical specifications, and, when specified, in accomplishment of profit objectives. There is no one particular representation for a project manager. Different projects require different approaches. Project managers are more often either transformed functional managers or, specially trained professionals.
2.0 Attributes of Project Manager
The Good Project Manager should have some or all of the below specified attributes.
Good Organizer
The Project Manager need to manage a group of people, keep the project budget in order and up-to-date, create an accurate status report, and schedule meetings. He/She has tend to succeed on the need to keep all of these activities together, stay on task and keep a project team moving forward. Also Project Manager needs to keep track of requirements and design documents, contracts, schedules, personnel records, project reports, communication (email) records, hiring history, meetings and status reports.
Excellent Communicator
The common thread running through all the essential skills needed to be a great Project Manager is working with people. Whether it’s defining the scope of a project, exercising change control or closing a project out, the more comfortable Project Managers are with interacting with people the more successful they will be in their role. The Project Manager is the central information repository for both project teams and the sponsors. Many times the timeliness and thoroughness of his or her communication can be critical to the success of the current tasks and the project as a whole.
Negotiator
The Project Manager will have to negotiate on a variety of project issues, such as availability and level of resources, schedules, priorities, standards, procedures, costs, quality and people issues. It is
Project manager is the person, who is responsible for deliver the project deliverables within the budget and within the time frame, in accordance with technical specifications, and, when specified, in accomplishment of profit objectives. There is no one particular representation for a project manager. Different projects require different approaches. Project managers are more often either transformed functional managers or, specially trained professionals.
2.0 Attributes of Project Manager
The Good Project Manager should have some or all of the below specified attributes.
Good Organizer
The Project Manager need to manage a group of people, keep the project budget in order and up-to-date, create an accurate status report, and schedule meetings. He/She has tend to succeed on the need to keep all of these activities together, stay on task and keep a project team moving forward. Also Project Manager needs to keep track of requirements and design documents, contracts, schedules, personnel records, project reports, communication (email) records, hiring history, meetings and status reports.
Excellent Communicator
The common thread running through all the essential skills needed to be a great Project Manager is working with people. Whether it’s defining the scope of a project, exercising change control or closing a project out, the more comfortable Project Managers are with interacting with people the more successful they will be in their role. The Project Manager is the central information repository for both project teams and the sponsors. Many times the timeliness and thoroughness of his or her communication can be critical to the success of the current tasks and the project as a whole.
Negotiator
The Project Manager will have to negotiate on a variety of project issues, such as availability and level of resources, schedules, priorities, standards, procedures, costs, quality and people issues. It is
References: Project Management, Second Edition, Maylor H., 1999, Pearson Education Project Management for Business, Engineering, and Technology: Principles and Practice, 3rd Edition, Nicholas John M., Steyn H., 2008, Elsevier Information Technology Project Management, 4th edition, Schwalbe K., 2005, Thomson Course Technology