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Just to remember the difference between product and project. Business Analyst and BRM are accountable for the product. Project Manager is accountable for the project which is the process to create the defined product. From product definition all related to project is defined. The value the project manager adds to the process is to manage a project which is defined in accordance with the product. It does mean to create the product as defined (project quality), in the time needed (project time), with the expected costs (project costs). All this stuff is the project scope. Project manager is not accountable for product definition.
Agree with Sergio
Building cities are certainly challenging. From the sheer size of the scope to trying to achieve the population objectives, these are projects for hard-core project managers.
Agree with Sergio.
Want to add that if you want to focus on value as an outcome of the endavor, a BA can create a business case and suggest a solution. A program manager is the role that can deliver the value through benefits described in the business case, using projects run by project managers.
Sometimes project managers are asked to deliver benefits and take the role of a program manager, but they mostly are not trained not do they have the required mindset to succeed.
Build a new city is a program.
A series of projects that projects managers are going to deliver the products specified. It will certainly be challenging. Remember that the project is not defined by the project manager. Is the project to deliver what is required that is another story. I find that the failure is often not the project but the product, specially in urban projects.
Agree with Sergio Comment and the addition of Thomas
Appreciate the expertise here, and the important distinctions made about product vs. project vs. program in relation to the role of project manager. But the discussion topic starter here was meant to be a look at how project sponsors and stakeholders are defining success for these highly complex efforts to build new cities.
I agree with my fellow colleagues here but when it comes to building cities, then besides Budget - Scope - Schedule, you need to see if you are creating value and achieving the benefits but putting a benefits realization plan against which their success will be measured.
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