Role of Project Manager

NICMAR ASSIGNMENT ON ROLE OF bewilder MANAGERS SUBMITTED BY JHA PRAVIN KUMAR JOSHI SOURABH MALANI GOVIND 221071 221074 221094 GUIDED BY Prof. T. K. GANGULI ACM 22-SECTION 2 NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT AND RESEARCH, PUNE ROLE OF take in MANAGERS Page 1 NICMAR advocate Contents 1. Introduction 2. Role of go out Manager 2. 1 supply 2. 2 Organizing 2. 3 domineering 2. 4 Leading 2. 5 Communicating 2. 6 Cognitive functions 2. 7 Self way functions 2. 8 Motivational and personal development functions 2. 9 guest consciousness functions 2. 0 Organizational savvy functions 2. 11 retch Managers Unofficial Job Duties 3. Conclusion Page no. 3 5 6 6 7 7 7 8 8 8 9 9 9 10 ROLE OF PROJECT MANAGERS Page 2 NICMAR 1. Introduction 1. 1 Project A stand unwrap is a temporary endeavor undertaken to earn a particular aim. At the most radical level, a render is actually the response to a exact, the declaration to a business. Further it is a solution that promises a benefit e specially financial benefit. The fundamental purpose for most enters is to either make coin or save money, hence run acrosss should be financially justifi subject.A bulge out is temporary in nature that means that it has a specific start and finish. A jut out consists of a well defined read of small jobs and ordinarily culminates in the creation of an end product or products. A find out is a unique, one time undertaking it bequeath never again be done exactly the alike way, by the same people, and within the same environment. There will always be some precariousness associated with the project. This uncertainty represents risks to your susceptibility to make definitive plans and predict outcomes with high level of confidence.All projects consume resources in the form of time, money, materials and labour. 1. 2 Project Management Project management is the application of knowledge, skill, tools and techniques to project activities to meet project requirement. The project m anagement process calls for the creation of a small systemal (project squad), which is often a microcosm of bad organization. Once the group has produced desired outcome, the process therefore calls for the decommissioning of that small organizational structure.The project form of organization allows the theatre director to be responsive to The client and the environment Identify and correct problems at an early reign everyplace Make timely decisions about trade-offs between conflicting project goals ROLE OF PROJECT MANAGERS Page 3 NICMAR Ensure that charabancs of the separate deputes that comprise the project do not optimize the performance of their respective(prenominal) tasks at the expense of the total project- that is, that they do not suboptimize. 1. 3 Project Manager A project theatre director is usually responsible for the success or the failure of the project.They first need to define the project and then build its toy plan. If the kitchen range of the p roject is not very clear, or the project is executing poorly, the coach-and-four is held account adequate. However, this does not mean that the manager does all the work by himself (which is practically impossible). There is an entire police squad under the project manager, which helps to achieve all the preys of the project. However, if something goes wrong, the project manager is ultimately accountable. Apart from this, depending on the surface and the complexity of the project, they whitethorn need to take on multiple roles.The project manager may need to assist with gathering line of credit requirements, help to design a entropybase management system or may prepare project documentation. They may work full time on a large project, or may work part-time on various projects of a smaller nature or may alternatively handle various projects as well as handle other responsibilities like business analysis and business development. At times, they may have accountability but not a uthority. For example, he or she may be using certain resources but expertness not have direct control over those resources.At much(prenominal) times, the manager might comment certain limitations over task execution, which might not take place as they might have liked. Not having direct control over the state of finances and finance allocation might cause ambiguity. Project managers use project management software, such as Microsoft Project, to organize their tasks and workforce. These software packages allow project managers to produce reports and charts in a fewer minutes, compared to the several hours it can take if they do not use a software package.ROLE OF PROJECT MANAGERS Page 4 NICMAR In order to be successful, the project manager must be devoted support and authority by senior management. 2. Role of Project Manager It is the responsibility of project manager to make sure that the customer is satisfied and the work scope is completed in a case manner, using budget, an d on time. The Project Manager has primary responsibility for providing lead in planning, organizing and controlling the work effort to accomplish the project objectives.In other words, the project manager provides the leadership to project team to accomplish the project objective. The project manager coordinates the activities of various team members to ensure that they perform the dear tasks at the proper time, as a cohesive group. The different roles of project manager are as follows Planning Organizing Controlling Leading Communicating Cognitive functions Self management functions Motivational and personal development functions Customer awareness functions Organizational savvy functions ROLE OF PROJECT MANAGERSPage 5 NICMAR 2. 1 Planning First, the project manager clearly defines the project objectives and reaches agreement with the customer on this objective. The manager then communicate this objective to the project team in such a manner as to create a flock of wh at will constitute successful accomplishment of the objective. The project manager spearheads development of a plan to achieve the project objectives. By involving the project team in developing this plan, the project manager ensures more plenary plan than he or she could develop alone.Furthermore, such participation gains the commitment of the team to achieve the plan. The project manager reviews the plan with the customer to gain endorsement and then sets up the project management culture system-either manual or computerized-for comparing actual progress to plan progress. Its important that this system be explained to the project team so that the team can use it properly to manage the project. 2. 2 Organizing Organizing involves securing the get resources to perform the work.First, the project must decide which tasks should be done in-house and which tasks should be done by subcontractors or consultants. For tasks that will be carried out in-house, the project manager gains a c ommitment from the specific people who will work on the project. For tasks that will be performed by subcontractors, the project manager clearly defines the work scope and deliverables and negotiates a contract with each subcontractor. The project manager also assigns responsibility and delegates authority to specific individuals or subcontractors for the various tasks, with the understanding that they will e accountable for the accomplishment of their tasks within the appoint budget and schedule. For large projects involving many individuals, the project manager may designate leaders for specific group of tasks. Finally, and most important, the task of organizing involves creating an environment in which the individuals are highly motivated to work together as a project team. ROLE OF PROJECT MANAGERS Page 6 NICMAR 2. 3 Controlling To control the project, the project manager implements a management tuition system designed to track actual progress and compare it with planned progre ss. such a system helps the manager distinguish between busy-ness and accomplishments. Project team members monitor the progress of their assigned tasks and regularly provide data on progress, schedule and cost. These data are supplemented by regular project review meetings. If actual progress falls behind planned progress or unexpected events buy the farm the project manager takes immediate action. He or she obtains input and advice from team members regarding appropriate corrective actions and how to replan those separate of the project.Its important that problems and even potential problems, be identified early and action taken. The project manager cannot take a lets wait and see how things plant out approach- things never works out on their own. He or she must intervene and be proactive, re answer problems before they cause worse. 2. 4 Leading Project manager fosters development of a common mission and vision to the team members. He should clearly define roles, responsibiliti es and performance expectations for all his team members. He uses leadership style fittingly to attitude or stage of team development.He should be able to foster collaboration among team members. He should provide clear direction and priorities to his team members. He should be efficient enough to remove obstacles that hamper team progress, readiness or effectiveness. He should promote team participation in problem solving and decision making as appropriate. He should pass credit on to team, and promotes their positive profile to upper management. He should appreciate, promote and supplement the diversity within the team. 2. 5 Communicating ROLE OF PROJECT MANAGERS Page 7NICMAR The Project Manager should be able to communicate effectively with all levels inner(a) and outside of the organizations. He should be able to negotiate fairly and effectively with the customers/subcontractors. He should be able to bring conflicts into the open and manages it collaboratively and producti vely with the help of other team members. He should be able to able to influence without asserting on coercive power or threats. He should be able to convey ideas and information clearly and concisely, both in writing and orally to all the team members. . 6 Cognitive functions The project manager should identify the problem and gathers information systematically and seeks input from several sources. He should then occupy a broad range of issues or factors while solving these problems. For this he collects the appropriate quantity of data for the situation and discusses it with all the team members before making a decision. He then draws accurate conclusions from vicenary data and makes decisions in an unbiased, objective manner using an appropriate process.For this process of decision making he understands the concept of risk versus return and makes decision accordingly. 2. 7 Self management functions The project manager should be able to maintain focus and control when faced wit h ambiguity and uncertainty and should be able to show consistency among principles, values and behavior. He should be resilient and tenacious in the face of pressure, opposition, constraints, or adversity. universe the head of the project he should manage implementations effectively and should recognize as someone who gets things done. He should interminably seek feedbacks from the team members and modify his behavior accordingly. He should take keen interest in breeding and self development opportunities. 2. 8 Motivational and personal development functions Project manager should consider individual skills, values and interest of all his team members when assigning or delegating tasks to them. He should allow team ROLE OF PROJECT MANAGERS Page 8 NICMAR members an appropriate amount of freedom to do the job. He should accurately access individual strength and development needs of his team members to complete the work effectively.He should infinitely offer opportunities for pers onal and professional growth to his team members. He should arrange for training program and unceasingly seeks support to his team member when needed. He should pass credit on to the individuals and promote their positive visibleness to upper management. He should give timely, specific and constructive feedback to all his team members. 2. 9 Customer awareness functions Project manager should be able to anticipate customers needs effectively and proactively strives to conform to them.He should be able to accurately translate the customers verbalized wants into what they actually needs. He should be able to understand customers and their business and actively build and maintain strong customer kinds. He should understand customers issues, concerns and queries and try to resolve them effectively. He should actively strive to exceed customer expectations. 2. 10 Organizational savvy functions Project manager should involve the right people at the right time for a particular job. Under stands, accepts and properly uses power and influence in relationships.He should build and leverage formal and informal networks to get things done. He should know the mission, structure and functions of the organizations and others. He should understand profitability and popular management philosophy. He balance interests and needs of team/project with those of the broader organization. 2. 11 Project Managers Unofficial Job Duties The functional competencies listed above represents official duties of the typical project manager. In fact, if organization has create a job description for project managers, it probably includes many of these functional competencies.What we wont baffle in job description are the unofficial duties that Project Managers perform in the course of carrying out their mission. Lets examine some of the key ones ROLE OF PROJECT MANAGERS Page 9 NICMAR broody This refers to the apparent need to provide close guidance or detailed instructions to certain individ uals. This situation results from any number of root causes. The target may be under qualified, lack of confidence or simply crave attention. Salesperson There will be times when they will have to rely heavily on their ability to influence thers to sell an idea, sell themselves or perhaps sell the virtues of Project Management. Most of the selling situations will be helpful and have positive outcomes. However if he find himself spending too much time selling Project Management, they may signal deeper underline problems such as issues of trust or confidence. If most of the selling he does to his management, he is in trouble this is a signal that life as a project manager may be exceptionally challenging. teacher This is an example of an unofficial role that actually yields positive roles.In fact, superior project managers will be able to educate and develop those they work with as they manage the project. Friend Maintaining friendship and professional relationship with the same peopl e is difficult. However if they can do it they will benefit greatly. An open, informal and comfortable confabulation linkage is much more likely to keep them supplied with more of the information they need than formal, rigorous and slicked team meetings. Finally avoid the trap of believing that he is been put in charge of a project so he has risen above his peers and friendship no longer matters. . Conclusion The Project Manager is a key ingredient in the success of a Project. In addition to providing leadership in planning, organizing and controlling the Project, the manager should possess a set of skills that will both inspire the project team to succeed and win the confidence of the customer. Effective Project Managers have strong leadership ability, the ability to develop people, excellent communication skills, good inter personal skills, the ability to handle stress, problem solving skills and time management skills. ROLE OF PROJECT MANAGERS Page 10