Abhay ChabukswarAssociate Vice President| Poonawalla FincorpPune, India
Hello,
I have been working in the PM field for some time now, and it comes as a surprise that Organizations still are not completely aware of the responsibilities that go with being a PM or being attached with PMO team.
As a PM it's my responsibility, to ensure scope, budget, requirement, stakeholder management, CR's, and also be POC for the project across stakeholder.
Yes, it does fall under my purview to ensure that delivery of the project is on time and as per expectations, however to deal with delivery team with their deliverable management is somehow the Delivery Manager's job role.
We can provide the timeline, and also if required get the resources allocated from other team for the work, but asking to review the deliverables on daily basis, should not be under PM purview.
If that becomes the case, then PM has no boundaries.
Would like to hear opinions. Saving Changes...
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Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Abhay,
it is unclear to me what you mean by delivery manager.
A project also has deliverables which are defined in the scope and must be delivered to the project client. The PM is responsible for delivering as to specifications and quality requirements and this may require checking the status of deliverables frequently.
A PM may delegate part of his responsibility to a team member, e.g. a quality manager, development manager, testing manager, rollout manager and all of these deal with project deliverables. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
As Thomas stated, project managers are accountable for anything that is part of the project scope, including all the roles that are part of your project.
You also have a responsibility to transition your deliverables and work packages to Operations. Saving Changes...
I've seen the two terms used interchangeably, but I can't recall a time when I've seen a project with both. I have definitely had technology projects where there is a delivery lead who is responsible for the actual tactics of getting deliverables into the hands of users (in the absence of an automated delivery pipeline).
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Abhay
Like some of my colleagues mentioned, I’ve seen those two job posts used interchangeably but haven’t seen both used for two different posts on the same project except on the Oil and Gas Projects I worked it where both posts are available and the project have multiple Delivery Manager for each section of the O&G Plant.
In some industries, the delivery process itself is very specialized and some people become SMEs in that unique part of the product lifecycle. It can be one of those situations where why have everyone learn the ins and outs of processes they will participate in a few times a year, when there are designated experts who do that work daily. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Great post, great comments above. The key point is the team is creating a solution where solution is equal to "the thing" to be created plus "the way" to create it. Project manager is accountable for "the way" and it is defined from "the thing". Project manager main accountability is to facilitate to have things done to all the team. With that said, at least in my personal experience working with projects around the world, you will find lot of "flavors". Saving Changes...
Huong CunninghamResearch Science and Data Analytics Project Manager| UNOSNorth Chesterfield, Va, United States
I agree with Sergio's observation with the multi-flavor of project management. I suppose that's part of the PM appeal to professionals who are "easily bored" and organizations in various levels of PM maturity... Abhay's scenario seems to describe a matrix setup where a PM and a Delivery Manager may need to sort out the communication and responsibilities under waterfall. In agile, the Product Owner seems to have more power and say-so with features and functions in the delivery where the Scrum Master (which I find many PMs serve under this role) is a servant leader to get the project to the finish line (but not so hands on by reviewing deliverables in the daily scrum). I hope my 2 cents help. Saving Changes...
Roles and job profiles depends on the company/ organization size and budget. In the initial phases of company, due to less work/ budget, small mkt cap companies expect all associated duties to be performed by one person whereas large cap companies think on the quantity and quality of work and so hire different people for different roles or create new roles/ positions. If you are burdened by lot of work/responsibilities, worried about the quality of the work and your company can hire additional manpower then put the issue across the table and highlight the importance of distributing the work load and getting quality work. Saving Changes...
Latha Thamma reddiSr Product and Portfolio Management (Automation Innovation)| DXC TechnologyMckinney, Tx, United States
Thanks all for sharing your aughts to good questions. Saving Changes...
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