What else PM role beside Plan, Execute, Monitor & Close Project that can make PM Shining

Adrian, thanks s lot for your explanation. Now I have a better understanding of what you were referring to and I totally agree with you. In this case that you've mentioned, there should be one PM handling multiple project or functional manager hamdling a program with multiple related projects with a project coordinator.

You're welcome Rami but the reason I know so much about the structure of this organization is because although I am working on contract I have to attend all the staff meetings where all these things are discussed and also there are a bunch of company documents I can read about this.

I work for a structure know as the ICT Division headed by the company's Chief Information Officer. The Division consists of several functional departments who are further divided into teams led by functional team leads and groups of teams led by managers reporting directly to the department's heads.

Each department has its own budget and the functional managers create projects and allocate resources for them. There is also a special department known as the ICT Portfolio Delivery which does not create projects but assists the other departments and the whole ICT Division running their projects. All the project and program managers work for the ICT Portfolio Delivery department which makes project and program management to be a function on its own.

The project managers are non-managerial employees sitting at the bottom of the chart with no direct reports and indirectly reporting to the ICT Portfolio Delivery Manager. I don't know the structure of the department but I think program managers are real managers in the sense that they have direct reports, namely the project managers.

A program manager is responsible for several projects in a program but also each project manager usually manages several projects simultaneously unless he/she is assigned to a more complex project that involves a larger number of stakeholders.

The other divisions of the organization most likely have their own Portfolio Delivery departments who run the Division's projects. Many times however employees from a division are borrowed to work on projects on other divisions.

Great Thinking Thomas - I tend to agree with you on this.

Dear Mr. Parent,

Would you able to share with me an example delight them but not simply meet their expectations? I am wonder if project not meet their expectations, how to delight them? May be there is some soft skill that I not aware about. TQ.

Then the project manager is basically acting as a project coordinator or expeditor so it should be some kind of weak matrix organization.

I've learn that project coordinator and expediter are part time roles reporting to the functional manager; this is not the case here. At this organization the project manager is a full-time role and all project managers are professionals in the field of project management reporting to one of portfolio department's managers (manager of the project managers).

The functional managers act more like project sponsors but once the project is running I am not sure if they get directly involved in running it. Probably the Portfolio Delivery departments through project and program managers manage the project's budged assigned by the functional manager. I haven't got to know this details yet as for team members that are just doing the work this is not very relevant.

Probably the organization types defined by scholars are just theoretical models and in reality each company uses variations of these models so the organization type may not necessarily be identified against these theoretical models.