11

Rita
Know
Question
* ROLE OF PROJECT MANAGER S\N
no. OR
ledge
area
PMBOK

1 - Introduction
Focuses on the specified project objectives 1 PMBOK
Controls the assigned project resources to best meet project objectives 2 PMBOK
Manages the constraints (scope, schedule, cost, quality, etc.) of the individual
3 PMBOK
projects
Is the person assigned by the performing organization to lead the team that is
4 PMBOK
responsible for achieving the project objectives.
The role of a project manager:
5 PMBOK
Is distinct from a functional manager or operations manager.
Depending on the organizational structure, a project manager
6 PMBOK
May report to a functional manager.
- In other cases, a project manager:
- May be one of several project managers who report to a program or
portfolio manager who is ultimately responsible for enterprise-wide
projects.
7 PMBOK
- In this type of structure, the project manager:
works closely with the program or portfolio manager to achieve
the project objectives and to ensure the project management plan
aligns with the overarching program plan.
- The project manager also works closely and in collaboration with other
roles, such as:
1 - a business analyst, 8 PMBOK
2 - quality assurance manager, and
3 - subject matter experts.
- In general, project managers have the responsibility to satisfy the needs:
1 - task needs,
9 PMBOK
2 - team needs, and
3 - individual needs.
- As project management is a critical strategic discipline, the project manager:
10 PMBOK
becomes the link between the strategy and the team.
effective project management requires that the project manager possess the 11 PMBOK
following competencies:
1 - Knowledge:
Refers to what the project manager knows about project
management.
2 - Performance:
Refers to what the project manager is able to do or accomplish
while applying his or her project management knowledge.
 22
3 - Personal:
- Refers to how the project manager behaves when performing the
project or related activity.
1 - Personal effectiveness encompasses attitudes,
2 - core personality characteristics, and
3 - leadership,
- Which provides the ability to guide the project team while
achieving project objectives and balancing the project constraints.
1.7.2 Interpersonal Skills of a Project Manager
- Project managers: 12 PMBOK
Accomplish work through the project team and other stakeholders.
- Effective project managers:
Require a balance of :
1 - ethical,
2 - interpersonal, and
3 - conceptual skills
That help them analyze situations and interact appropriately.
important interpersonal skills, such as:
1 - Leadership,
2 - Team building, PMBOK
13
3 - Motivation,
4 - Communication,
5 - Influencing,
6 - Decision making,
7 - Political and cultural awareness,
8 - Negotiation,
9 - Trust building,
10 - Conflict management, and
11 - Coaching

- A project manager:
- Should therefore understand the different organizational styles and 14 PMBOK
cultures that may affect a project.
 33
- The project manager:
- Needs to know which individuals in the organization are the
15 PMBOK
decision makers or influencers and
- work with them to increase the probability of project success.
- Culture: 16 PMBOK
Becomes a critical factor in defining project success, and
- multicultural competence becomes critical for the project
manager.
- Stakeholders and project team members:
Can also use electronic communications (including e-mail, texting,
instant messaging, social media, video and web conferencing, and
other forms of electronic media) to communicate with the project
manager formally or informally.
 44

17 PMBOK
 55
- Many organizational structures include:
1 - strategic,
2 - middle management, and
3 - operational levels.
- The Project Manager may interact with all three levels depending on
factors such as:
1 - Strategic importance of the project,
2 - Capacity of stakeholders to exert influence on the project,
3 - Degree of project management maturity, 18 PMBOK
4 - Project management systems, and
5 - Organizational communications.
- This interaction determines project characteristics such as:
1 - Project managers level of authority,
2 - Resource availability and management,
3 - Entity controlling the project budget,
4 - Project managers role, and
5 - Project team composition.
- The project manager:
Should manage the influences of these various stakeholders in 19 PMBOK
relation to the project requirements to ensure a successful outcome.
- These stakeholders require the project managers attention throughout the
20 PMBOK
projects life cycle, as well as planning to address any issues they may raise.
- An important part of a project managers responsibility:
Is to manage stakeholder expectations, which can be difficult because 21 PMBOK
stakeholders often have very different or conflicting objectives.
- Part of the project managers responsibility:
Is to balance these interests and ensure that the project team interacts 22 PMBOK
with stakeholders in a professional and cooperative manner.
- Project managers:
May involve the projects sponsor or other team members from different
23 PMBOK
locations to identify and manage stakeholders that could be dispersed around
the world.
- The project manager:
1 - Is responsible and accountable for setting realistic and achievable
24 PMBOK
boundaries for the project and
2 - to accomplish the project within the approved baselines.
- The relationship between the Project Manager and The Team varies 25 PMBOK
depending on:
 66
The authority of the project manager.
- In some cases, a Project Manager may be:
The teams line manager, with full authority over its members.
- In other cases, a Project Manager:
1 - may have little or no direct organizational authority over the team
members and
2 - may have been brought in to lead the project on a part-time basis
or under contract.
- The following are examples of basic Project Team Compositions:
1 - Dedicated.
1 - In a dedicated team,
All or a majority of the project team members are assigned to
work full-time on the project.
2 - The project team:
1 - may be colocated or virtual and
2 - usually reports directly to the project manager.
3 - This is the simplest structure for a project manager, as:
1 - the lines of authority are clear and
2 - team members can focus on the projects objectives.

26 PMBOK
2 - Part-Time.
1 - Some projects are established as temporary additional work, with
the project manager and team members working on the project while
remaining in their existing organizations and continuing to carry out
their normal functions.
2 - The functional managers:
Maintain control over the team members and the resources
allocated to the project, and
3 - The project manager:
Is likely to continue performing other management duties.
4 - Part-time team members:
may also be assigned to more than one project at a time.
- A Project Manager: 27 PMBOK
Who is leading a virtual team needs to accommodate
differences in:
1 - the culture,
2 - working hours,
 77
3 - time zones,
4 - local conditions, and
5 - languages.

3 - Project Management
- Project managers and their teams:
- Should carefully address each process and its inputs and outputs 28 PMBOK
and determine which are applicable to the project they are

Processes
working on.

- As part of the Initiating processes,

The project manager: 29 PMBOK
Is given the authority to apply organizational resources to
the subsequent project activities.

Is an integrator and communicator " integration = best optimization ". 30 1

Should be proactive. 31 3
Prevents unnecessary changes. 32 3
Close the project. 33 4
May create the project charter but the sponsor approved it. 34 7 & 15
Integration is a key responsibility of the project manager , " integration refers 35 9
to combining activities , not team members ".
 88

4 - Project Integration Management

Create the project management plan " requires inputs from the team ". 36 16
should be concerned with competing needs and requirements impacting his
37 17
effort on configuration management.
Must manage and integrate all aspects of a project. If all activities are delegated
38 20
, chaos ensues.
Explain the impact if the promised resources are not made available. 39 21
For changes , your first action is : create a formal change request. 40 22
For a change requested from the customer, the project manager FIRST evaluate
the impacts on other project constraints THEN go to the change control board " 41 23
CCB ".
May ask management how the new project will affect his project. 42 24
Develop the management strategy 43 25
As a project manager you need to find out why the customer is not happy, then
44 26
meet with the team and determine options.
First record the corrective action taken , then discuss the value of
documentation at the next team meeting, and smooth the team member issue
45 24
with the accounting department.
Neglect minor stakeholder.
The project manager , with the help of others, must determine how a made
46 30
change impacts the project as a whole.
Do not start project without approved project charter. 47 40
If you are a project manager for existing work, and asked for a new work , and
you determine that the new work and the existing work do not overlap and can
be done concurrently and require different skill sets, so develop a project 48 41
charter for the new work.
In this case new work means new project.
A project manager should be looking at where changes are coming from and
doing whatever is necessary to limit the negative effects of change on the 49 43
project.

- The project manager, in collaboration with the team, determines the actions
50 PMBOK
required to ensure that project performance matches expectations.

- The project manager is responsible for ensuring that the project effectively
and efficiently meets the goals of the organization and those 51 PMBOK
requirements of a broad set of stakeholders, as defined in the business case.

- The project manager uses the project charter as the starting point PMBOK4.
52
for initial planning throughout the Initiating Process Group. 2.1.1

- The project manager, along with the project management team, directs the 53 PMBOK
4.3
performance of the planned project activities and manages the various technical
and organizational interfaces that exist within the project.
 99

- The project manager should also manage any unplanned activities and PMBOK
54
determine the appropriate course of action. 4.3

- The Perform Integrated Change Control process is conducted from project

inception through completion and is the ultimate responsibility of the project PMBOK4.
55
manager. 5

- When closing the project, the project manager reviews all prior information
PMBOK4.
from the previous phase closures to ensure that all project work is completed 56
6
and that the project has met its objectives.
- Since project scope is measured against the project management plan, the
PMBOK
project manager reviews the scope baseline to ensure completion before 57
4.6
considering the project closed.

The project manager needs to engage all the proper stakeholders in the PMBOK
58
process. 4.6

MANAGEMENT5 - PROJECT SCOPE

When the sponsor denied funding for the scope mentioned by the
stakeholders, say NO to the stakeholders, because the sponsor who is 59 7
approved the project charter.

- The project manager, in collaboration with the project team, then

determines the final decomposition of the project scope into the discrete 60 PMBOK
work packages that will be used to effectively manage the work of the
project.

The project manager chooses the most effective relationship for the PMBOK
61
project and documents this approach in the requirements management plan. 5.1
 1010

Schedule management is a responsibility of the project manager 62 34

The project manager needs more than an analogous ( high - level ) estimates to
63 37

6 - PROJECT TIME MANAGEMENT

determine whether or not the project will meet the schedule.

Project manager makes approved changes as needed, but retain the schedule
64 38
baseline.
(5) 6.1 " Plan Schedule Management " (P) /TOOLS.3
- Project teams may hold planning meetings to develop the schedule
management plan.

- Participants at these meetings may include:

1 - the project manager,

PMBOK6.1.
2 - the project sponsor, 65
2.3

3 - selected project team members,

4 - selected stakeholders,

5 - anyone with responsibility for schedule planning or execution, and

6 - others as needed.

7 - PROJECT

Presenting any thing other than your original estimate ( allocating more to MANAGEMENT
the budget ) is inaccurate and calls into question your competence and
COST

integrity as a project manager. 66 4

 8 - PROJECT
1111

QUALITY
67

MANAGEMENT
COMMUNICATION HUMAN RESOURCE
9 - PROJECT

MANAGEMENT
Meetings need ground rules for conflict resolution
68 22

10 - PROJECT
As project manager, you need to have good communications skills

MANAGEMENT
69 17
and a willingness to adapt to other cultures.

Communication is most important aspect of leadership for a project

70 22
manager.

- The project manager, in collaboration with the project team, then

determines the actions required to ensure that the right message is 71 PMBOK
communicated to the right audience at the right time.
11 -

If you can not determine an exact cost impact of the event ( risk ), use 72 13
qualitative estimates such as low, medium, high, etc.
 1212

After you finish the risk response plan, you need to add work packages to the

Project Risk management

73 17
project work breakdown structure.

You can not mitigate the risk until you qualify it.
74 26
Qualifying the risk will help you determine how to proceed.

Discussion of project risks must be an agenda item at all team meetings. 75 38

In "Identify Risks Process " experts should be identified by the project

76 PMBOK
manager

project managers to plan for risk throughout their organizations, as well as on PMBOK11.
77
future projects. 6.3.4

12 - PROJECT PROCUREMENT
The project manager should provide an understanding of the risks of the project
78 10
in the procurement process.

MANAGEMENT
During the conduct procurement process, the project manager answers
79 12
questions submitted by prospective sellers.

You need to audit invoices in all contract types 80 36

If you have not enough labor to audit invoices do not use the cost plus fixed fee
81 36
( CPFF) contract.
 1313
Stakeholders can be identified throughout the project " initiating,
planning, executing and monitor & controlling project management 82 3

13 - PROJECT STAKEHOLDERS MANAGEMENT

process groups".

Get the stakeholder involved in the project as soon as possible. 83 4

It is critical to ensure that all of the final decision makers have been
identified early in a project in order to ensure that their concerns are 84 7
addressed.
Having the stakeholders review the list of project requirements helps
85 8
discover errors and changes.
The role of each stakeholder is determined by the project manager and the
86 10
stakeholder.

The role of the project manager is NOT to tell people what to do. 87 10

You need to consider the needs of all your stakeholders as early as possible
88 11
to create a better organized project and to minimize changes later.

The stakeholder register should be shared with others at the discretion of

89 12
the project manager.

The project manager does not have the option of selecting stakeholders. 90 14

The project manager must do additional work to uncover the expectations

91 17
of stakeholders.
The project manager has performed stakeholder analysis by learning
stakeholder requirements and making recommendations to fulfill those 92 20
requirements.
the project manager should apply expert judgment to decide upon the
level of engagement required at each stage of the project from each 93 PMBOK
stakeholder.

OF ETHICS14 - CODE

The project manager is neither empowered nor competent to determine the legality 94 16
of company procedures.