Project management roles and positions

In project management, the project manager is not the only professional who cares about the success of initiatives. There are other roles in these practices that we will now discuss.

Functional manager

Performing this role, he has a certain function in the organization. Functional teams contribute to many projects as well as the business as usual. As a Functional Manager, he must assign projects; initiates discussions; collects information from project managers so that they can write an evaluation report. They work with employees to set career goals.

Program manager

Manages various functions and resources in and around the program team to achieve the goal of the program within the target time frames and budget. He is responsible for delivering a specific "program". Supervises many projects before their release. Collects and analyzes the risks and problems reported by Project Managers and acts to maintain scope and costs, as well as high-level time and resource commitments. Reference: A program manager is responsible for results (usually business and products) and can often be shared between products; usually functionally oriented, as the management skills of the marketing program differ significantly from the testing program or development program, or supply chain management program. He must follow the operational model and have a good ability to translate strategic results into tactical numbers.

Project Sponsor

He is often a representative of the top management and supports the work on a project. In practice, this is a high-level manager who can make strategic decisions that are not within the prerogative of the project manager. The benefit of the sponsor is that he can solve problems with the lack of resources - people or funds - or participate in high-level negotiations with the client when serious disagreements arise. The sponsor is the strategic "protector" and mentor of the project. Reference: Project manager vs Program manager vs Project sponsor: Differences and responsibilities

He intervenes where the powers of the project manager end. In addition to being authorized to make important project decisions and negotiate with the client, the project sponsor is also the person who represents the project to the company's top management. Usually, this role is performed by a person in a high and responsible position in the company, which gives him the power and responsibility to directly make decisions on important issues regarding project resources and budget or to defend the positions of project manager and his team to top management. The presence of such an authoritative "lawyer" of the team allows for the rapid removal of any obstacles that hinder the work of the project team. In smaller companies, such a role is played by the head of the company, but in companies with a deeper and more complex management structure, identifying and authorizing a project sponsor is an extremely useful and important practice. In many cases, with his authority and professional experience, the sponsor enters the role of mentor of the project manager, who is often a good specialist in the profession but lacks knowledge and experience in the "policy" of project management. It is here that the project sponsor plays an invaluable role with his advice and practical experience in the art of negotiation and the removal of obstacles to the project. Reference:

Project Director

The Project Director usually employs a professional who has extensive experience and proven leadership skills in the field of project management. Also, this person is a professional who provides and gives advice when needed. The project director provides training, guides, and has a leading role in the project team. The project director is usually the person who manages resources and controls finances to ensure that the project progresses on time and on budget. The project director reviews the regular progress reports and makes personal, financial, or other adjustments to bring order and direction if necessary. The project director usually manages a team of project managers. Reference: What is Project Management

Steering committee

The purpose of the committee is to monitor progress, to approve changes related to the budget, to make sure that the objectives and steps of the project are followed, as well as the strategy of the project. The Steering Committee gives advice, ensures the delivery/implementation of the project and the success of the project. Makes decisions about changes in project development. PSC consists of directors and employees from across the organization. Line managers are the ones who use project management the most; for example, managers of engineering, production, marketing and sales, data processing, etc. The members of the Staff Committee are those who support the discipline of project management; for example, managers of strategic (or long-term) planning, human resources, and project office. The general statute of this committee is to set guidelines, provide support, and remove obstacles for project teams.

Project Manager

The role of the Project Manager is to coordinate, manage and control the activities of the experts working for the implementation of the project, as well as to keep informed the assignor (sponsor) and the client of the project. Source: Who is the Project Manager, responsibilities and how to become a project manager. It is also responsible for planning, selecting the team and suppliers, and implementing the project. The project manager monitors the progress of the tasks and the joint work on the implementation by the various participants in such a way as to reduce the risks of project failure, achieve maximum benefits and minimize costs.


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