Project Management

Defining Roles for IT Governance (Part 4)

Toronto Chapter

George Jucan is an experienced Project Manager Professional (PMP) with 20 years of technical and management experience in complex environments, both in public and private sector. He is well known in the project management community as a successful IT project management consultant, speaker at public events, trainer and author of project management articles.

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Project management is continuously evolving as a discipline, and new roles are emerging to define specialized functions required by the complexity of today's projects, especially in the IT arena. The relationship between projects and the PMO is sometimes the responsibility of a project liaison, with the scheduling of tasks for large project sometimes assigned to a project scheduler and the monitoring of project expenditures done by a cost controller, and so on.  
 
It is not easy to say which of these new roles will become mainstream and which ones will disappear. It is quite possible that many of them will become redundant as project management continues to mature and be recognized as a profession by the business community. But it is also possible that at least some of them will crystallize and be accepted by the community as part of a project's structure.
 
This article's stated intent is to present some of these emerging roles in project management, in no particular order, explicitly avoiding any judgement of usefulness regarding such roles. Time is the only and ultimate confirmation of their value for the business community and positioning within the discipline.
 
Project Director: This role is often encountered in organizations with no PMO as a substitute for the coordination activity usually exercised by the PMO. In most cases, the project director coordinates a …

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