I've read a lot of articles, here and on other websites, about project management in general, and it seems to me that the role, responsibilities, and duties of the Project Manager are extremely fluid. If I were to bluntly concatenate everything, the PM would be some one-man army that works 28 hours a day (and I'm certain some of them actually fit that description).
However, I would like to run a little exercice in summarizing, and be realistic about it. Therefore, anyone who is interested, please post what you think should be a PM's job description. I'll then attempt to compile all the answers, and distribute all the tasks in a 40-hour work week.
Thank you for your input. Saving Changes...
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Russell GeakeProject Management Consultant| Deciduous Partners LtdLostwithiel, Cornwall, United Kingdom
Hi Julien, don't you have something better to do with your time?
Oh, sorry...
:)
Saving Changes...
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
I don't think there is one job description for a PM. It depends on what the organisation expects of you. Some PMs don't do a lot of 'PM-ing' at all, but are still called project managers. This is one of the difficult issues for our industry - there is no standard job description.
Equally, it wouldn't make sense to try to put the PM tasks into a 40-hour working week. I don't do 'write project charter' every week, for example, so although that's part of what I'm expected to do, it would have to roll up into a larger task that then dilutes in meaning. So, good luck! Saving Changes...
Leo PrimusProject Manager| Bluey TechnologiesBrisbane, Queensland, Australia
I have had similar experiences when trying to define a project managers job/role.
I posted a while back about an organisation called GAPPS. They offer as a free download a standard/framework mapping which in a nutshell provides the description you seek along with competency standards for a project manager. GAPPS have mapped and compiled this information by comparing the dominant global project management standards (IPMA, PMI, AIPM etc) and compiling the one document (a one stop shop website).
I have attached the project manager standard (which includes a PM role description) to get you started.
I highly recommend you take a look at the website as all information is a free download. I would be very interested to hear what your thoughts are on GAPPS.
@ Russell: haha, well, there may be a lot of other things I should be doing, but is there really anything better than applying one's intellect to the betterment of one's profession? I think not ;)
@ Elizabeth: indeed, there is no standard job description, which is kind of my point. Why isn't there any? Is it too difficult an exercice, is it because the community of project managers thinks it's unnecessary or maybe even unwanted? Or did we just honestly forget to write it down somewhere along the way? We can say all we want about how it depends on the organization, the business, the size, even the culture, etc. But does it have to depend, really? Take salesmen for instance: no matter where you go, a salesman is a salesman. The skillset is the same all around the world. Can we not expect the same thing for project management?
@ Leo: thanks for the document. I've read it and checked GAPPS' website, and I find the initiative laudable - as it often is considered taboo to scrutinize and judge the competency of people, at least in my part of the world. However, I find their description of the PM a bit too generic for my purpose. And they make too much use of the word "manage", which unfortunately is fairly vague.
Maybe my question also suffers from vagueness. Let me try to present it in a more pragmatic way: if you had to hire a project manager tomorrow, what tasks would you have him do for your organization? Saving Changes...
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
Julien, it would be good to expect the same thing around the world, but until organisations wise up to the fact that someone who does an operational role is not a PM, that isn't going to happen. Some progress has been made about documenting PM job expectations in different areas. SFIA (Skills for the Information Age) in the UK for example has documented what an IT PM is expected to do. PMI, APM and no doubt other bodies also have their views, and APM is working towards a Chartered PM status, which will hopefully cristalise (in the UK at least) what a PM is supposed to do all day. Saving Changes...
Peter WrightProgramme Manager| BAE SystemsSouthport, Merseyside, United Kingdom
Here is a small list for starters
You prioritise and manage your own work,
using your own time, technology and resources effectively.
You plan ahead, setting realistic targets. You create clear and achievable plans.
You translate complex aims into clear and manageable plans.
You review progress to improve performance, understanding the purpose and use of analysis processes such as Peer reviews
You are aware of programme and project management techniques, including risk management.
You understand and use programme and project management techniques, including risk management.
You can manage a programme or many projects at the
same time. (Not entirely sure about this one as Programme Management is/has different skills to PM)
You understand your role in delivering a programme or project.
You understand and contribute to defining and delivering programme benefits and developing business cases.
You are aware of the need to involve stakeholders.
You understand the need to involve key stakeholders.
You identify and engage with stakeholders, keeping them informed. You regularly ask for and act on their feedback.
You plan and deliver strong relationships with stakeholders making sure the organisation is a respected customer and provider.
You engage with programme and project management experts, and in acquisition projects, procurement and commercial experts.
You recognise the effects of decisions on other people.
You make basic links between issues, and recognise the effects of decisions on other areas.
You identify and manage the main links and dependencies between issues.
You identify and manage all links and dependencies between complex issues.
You are committed to continuously developing your skills and those of other people. You recognise your own limitations and learn from experience and setbacks.
You treat information, knowledge and experience as vital assets, readily sharing and learning from others and encouraging others to do the same.
You are aware of, and carry out, your responsibilities in line with legislation and Departmental policies (for example, Anti-discrimination, Security, Freedom of Information, Health and Safety).
You check your own and other people’s information for accuracy and consistency.
You listen, clarifying to check mutual understanding. You take account of other people’s views when deciding what action to take.
You work confidently with information and data, and understand commonly used methods for summarising data.
You get best value for money using relevant commercial policies and processes.
You respond quickly, flexibly and positively to change, using it as an opportunity to learn, develop and practise new skills.
You put into practice new ways of working and exploit new technology.
You understand and can explain the Department’s business model and how you and others contribute to delivering its business (including financial) results.
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Pamela RobbStrategic Program/Project Leader| E2M Project Management PartnersSterling, Va, United States
Julien--it is entirely too fluid, I agree. It is an issue that has become all too personal for me as I look for my next employer. This fluidity makes it too easy to attach the PM title to anything one can't quantify any other way. I like Peter's "small list"... those are the things I typically do but alas, I was doing those things in a nonprofit environment. For some reason, most of the hiring mgrs/recruiters I run into don't seem to understand that it translates if you truly want me to manage the project.
Now if you want me to get in there and design a website, engineer a database from the ground up, write code, etc, etc, then you're looking at the wrong person. But I would also argue that whomever is asking for all that AND to get through our "small list" as Peter has so graciously detailed for us, has no idea what they want nor what they are asking for. I, as a project manager, am like a band leader. I give all the different instruments (i.e. the SMEs) a part to play (i.e. tasks)with explicit instructions on what to do when, and then bring it all together so that my audience (i.e. the stakeholders) hear one beautiful song.
I can't be the band leader and play the tuba and the clarinet, and a little bit of flute at the same time. Not effectively anyway... Saving Changes...
