Barbaros DemirMENA Business Development Lead, Project Management| HalliburtonDubai, United Arab Emirates
Hi,
Is it possible to assign more than 1xProject Managers; or equivalent to Project Manager in the project charter?
Thanks for the answers.
Regards,
Barbaros Saving Changes...
Sort By:
saurabh mahajanPMP, ITIL, PRINCE2| vodafonePune, Maharashtra, India
Yes, you can mention different (specialized) project manager role in project charter. like 1 functional Project manager handling stuff like technical training,people management, finance management and 2nd project manager as technical project manager for handling technical stuff like, tool management, code practices, etc. But just be aware that 2 PM's roles and responsibilities should be very very clearly defined to avoid conflict among them. Saving Changes...
Product Operations Program ManagerBarcelona, Cataluña, Spain
It reminds me of a company in which I was the "administrative" PM, in addition to my colleague who acted as a "technical" PM. In this case, it worked out very well.
But I recall that half way through the project, a new project sponsor was assigned and challenged the two PM approach. Given that I was the main point of contact with the customer, I became the project PM (only on paper). Saving Changes...
Barbaros DemirMENA Business Development Lead, Project Management| HalliburtonDubai, United Arab Emirates
Thanks Saurabh.
Thanks Eduard. Basically, I will help the PM on paper. But we require that all communications will go through with me. So, whenever needed, I will go for advises to my PM. And we'd like to include my name in the Project Charter, kind of "Person in Charge". I believe we can work it out somehow, instead of admin-tech diversity.
But I understand that it is doable, from PMI perspective. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I will write about my actual experience but I can write about multiple scenarios I lived in this situation. The company where I am working on is a multi national company. Most of our project are multi country projects and they have a high degree of complexity because the amount of people involved, the amount of business unit involved inside each country, the amount of countries involved. So, because our own method, we allways have a business unit or a country project manager assigned. So, one of the things we do is to named them inside the project charter. This is critical for us to support our own method. Saving Changes...
Anonymous
First, I have to get one point off my chest :-)
Many people talks about PMI Perspective --- however,
1. PMI people (staff) do not know Project Management; the volunteers are the experts
2. The PMI resources - are guides - common practices - so they do not cover various details, scenarios, etc.
Clearing the above point; in theory, you can subdivide a project into many areas and each area is led by a team lead. On large engineering/we do this and we could have many Project Engineers or Construction Engineers. However, a key management principle is a single point of accountability. This is why we have presidents and ministers in countries; this is why we have company presidents or CEOs; and this is why we should have a single point of accountability; via a PM that is responsible to the eyes of management.
In some organizations - this is the common practice. In other organizations two managers (tech and admin - like what has been posted here) is common. However, if something failed or did not work well what happen? The finger-pointing and blame game start. This is why I would say - a common practice (PMBOK Guide) - could allow many PMs or Team Leads but a true BEST PRACTICE is ONE. ONLY ONE.
Before I close; we may need to understand more on why the multiples - do we have a TRUE program requiring multiple PMs, or only subdividing a project with a PM from each area (for political reasons)? Saving Changes...
Christian CummingsOperations Manager| King Technologies, IncMount Pleasant, Sc, United States
This a very common occurrence. I have found the best way to alleviate questions or concerns from your customer when using the multi PM approach is to define roles in your Communications Plan. Your customer should only have one overall POC for project decisions. That doesn't mean only one PM has the final say. Your organization should interact with your customer using one voice. If there is an administrative PM and a technical PM, or some similar setup, I suggest the administrative PM being the one POC for your customer. Internal decisions and discussions should occur, but your customer will only receive communication from one PM. It really is the only this a multiple PM setup works. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
PMBoK Guide defines the project manager as the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. It is one individual, not a multi assignment.
The Charter provides the project manager with the authority to apply organizational resources to project activities. In general nobody else.
If there is the need to to get skills and influence on board a project, the PM could assign a technical lead (sometimes called architect) or a admin lead (sometime called project office), reporting to him. If there is a business PM, he might be considered a Program Manager if there are more things to do or just a customer counterpart. He should represent the sponsor, e.g. on a daily base.
The governance structure defined by the PM after stakeholder analysis should reflect all of this. Saving Changes...
Community Champion
