Project Management

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Project Management Roles - Definition

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George Jucan Managing Partner| Organizational Perfomance Enablers Network Woodbridge, Ontario, Canada




Project Management Roles - Definition






Hello all,



I'm in the process of defining
project management roles as part of a larger career framework /
development initiative. I consulted some reference material
(including relevant PMI documents) to complement my personal
experience in various organizations, but I would like to get some
feedback from fellow PMs that either defined a career framework
before or activated in one or more of the listed positions.


Recognizing from the very beginning
that it is impossible to list all responsibilities, skills or tasks
that are performed in any of these capacities, I would very much
appreciate your input regarding the roles in terms of name (did I
miss any, are there alternate names for these roles?) and definition
(anything else that characterizes these roles and helps drawing the
lines between them).


Please allow me to express my
advanced thanks for your contribution and to promise to make public
the final version for the benefits of whomever would undergo a
similar task in the future.


Best regards,


George Jucan, PMP


 



1.Project Assistant:


   (a)Authority Level:

      - Always under the guidance and supervision of the Project / Portfolio
/ Program Manager

   (b)Skills Level:

      - General exposure to Project Management principles

      - Organized, Detail Oriented

   (c)Typical Tasks:

      -
Collects non-disclosure agreements, copyright assignments, 
technical environment setup forms, other one-time project documents

      -
Collects and centralizes regular status reports, time sheets, expense
claims etc.

      -
Maintains project documents repository

      -
Other project administration tasks

 



2.Project Coordinator:


   (a)Authority Level:

      -
Under the general supervision of the PM

      -
Has some autonomy in managing detailed activities, up to small
sub-projects

   (b)Skills Level:

      -
General knowledge of Project Management principles and methodology

      -
Knowledge of project monitoring tools

   (c)Typical Tasks:

      -
Coordinates and monitors detailed tasks work execution and progress

      -
Provides consolidated status reports to the PM

      -
Resolves minor team member issues and escalates more significant ones
to the PM

      -
Monitors project tasks for potential risks or impacts and escalates
to PM

 



3.Project Leader:


   (a)Authority Level:

      -
Usually under the general guidance of a PM.

      -
Has a certain level of autonomy in managing the end-to-end project.

      -
For small project could act without a PM guidance

   (b)Skills Level:

      -
General knowledge of PM methodology, tools and techniques

      -
Basic leadership and general management skills

      -
Basic communication, negotiation, conflict resolution capabilities

   (c)Typical Tasks:

      -
Participates in project planning

      -
Coordinates and monitors project tasks and interdependencies

      -
Proposes to PM and/or assigns resources to execute tasks

      -
Resolves low-impact issues and conflicts and escalates more
significant ones to PM or sponsor

      -
Identifies occurred risks and proposes to PM and/or initiates risk
mitigation actions

 



4.Project Manager:


   (a)Authority Level:

      -
Manages end-to-end tactical projects of various size

   (b)Skills Level:

      -
Knowledge of PM methodology, tools and techniques

      -
Visible leadership and general management skills

      -
Visible communication, negotiation, conflict resolution capabilities

   (c)Typical Tasks:

      -
Performs project planning based on predefined Charter for all 9
knowledge areas (see PMBOK)

      -
Monitors and forecast project execution for all 9 knowledge areas

      -
Takes corrective actions as required to deliver complete scope, as
desired quality, in time and within budget (including scope change
management, risk mitigation etc).

      -
Contributes to organizational process improvement through lessons
learned, project archives etc.

 



5.Senior Project Manager:


   (a)Authority Level:

      -
Manages end-to-end strategic projects, usually very large in scope,
budget and team.

   (b)Skills Level:

      -
Expert knowledge of PM methodology, tools and techniques (typically a
PMP)

      -
Advanced leadership and general management skills

      -
Advanced communication, negotiation, conflict resolution capabilities

   (c)Typical Tasks:

      -
Involved in project initiation and strategic project alignment to business objectives

      -
Performs project planning based on predefined Charter for all 9
knowledge areas (see PMBOK)

      -
Monitors and forecast project execution for all 9 knowledge areas

      -
Takes corrective actions as required to deliver complete scope, as
desired quality, in time and within budget (including scope change
management, risk mitigation etc).

      -
Contributes to organizational process improvement through lessons
learned, project archives etc.

 



6.Portfolio Manager:


   (a)Authority Level:

      -
Provides overall guidance for the PMs delivering individual projects
within the portfolio

   (b)Skills Level:

      -
Knowledge of Portfolio Management methodology, tools and techniques

      -
Strong communication, negotiation, conflict resolution capabilities

   (c)Typical Tasks:

      -
Project prioritization and strategic alignment to business objectives

      -
Assessment and monitoring of projects business and financial
performance from organizational perspective

      -
Identification and resolution of cross-projects issues

 



7.Program Manager:


   (a)Authority Level:

      -
Manages the PMs delivering the component projects of the program

   (b)Skills Level:

      -
Knowledge of Program Management methodology, tools and techniques

      -
Strong strategic vision and leadership skills

      -
Strong communication, negotiation, conflict resolution capabilities

   (c)Typical Tasks:

      -
Strategic management of program components (projects and portfolios)
to achieve the organizational objectives

      -
Assessment and monitoring of program components business and
financial performance from a program perspective

      -
Monitors program components relationships and dependencies, as well
as overall integration and risks mitigation and issues resolution






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Mark Price Perry Business Driven PMO Evangelist| BOT International Orlando, Fl, United States

Dear George, your definition of project management roles is excellent. Your summary is the best one page summary that I have seen put together. I especially like your Senior Project Manager definition. Far too often, project managers hoard information rather than share as well as seek to position themselves as the subject matter expert and "hero" rather than a key member of the leadership team that not only contributes but truly leads in the institutionalization of project management best practices, skills, and organizational end results. The Project Management Institute has done a wonderful job on so many fronts in promoting project management, but the resulting culture has become a little bit of a "we and they" thing in some places. The "we" being those that have a PMP and know a lot, and the "they" being those that don't have a PMP and need to get one if only to better compete in the job market. How many times have we heard PMs jokingly say that job security is having skills and information that others don't have, need, and therefore need you for. That is not leadership. Management needs senior PMs and we need them to not only contribute but to "proactively lead" in process improvement and organizational maturity. Management can't do it alone or wish it to happen. In addition to project lessons learned, etc, such things as leading in the set up and use collaboration tools such as SharePoint or Lotus, etc, to deploy best practices and manage project information, leading in how best to set up and use project portfolio management applications (capabilities) and dashboard metrics that not only meet but anticipate the needs of management, etc. Twenty-five years ago, we used to call this "Floor Leadership" and we recognized it, valued it, and paid for it in the form of pay raises, bonuses, promotions, etc. Perhaps years of outsourcing and downsizing are partly to blame for some of what we no longer have in the workplace as by necessity individual contributors must protect their livelihood. Nonetheless, there is a need and place for leaderhsip. Your definition of project management roles does a very good job at this. I hope to hear and learn from others. Very nice post, George. Thanks.


Cheers..!


Mark Perry

VP of Customer Care
BOT International

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Anonymous
Mark, I was a "floor leader" as you call it in my last job as our company outsourced our department. Yes, I am less willing to share and far more protective of my position.

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