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MODULE 2 UNIT 2

The role of the project

manager
Table of contents
1. Introduction 3
2. The role of a project manager 3
2.1 Typical responsibilities of the project manager 4
2.2 Technical project management skills 9
2.3 Strategic and business management skills 11
2.4 Leadership skills 12
2.5 What top project managers do differently 12
3. Conclusion 14
4. Bibliography 14

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Learning outcome:

LO2: Distinguish between the knowledge, skills, and abilities of a successful project manager.

1. Introduction
In Unit 1 you differentiated between the qualities of a leader and a manager. This set of notes
focuses on the role of a project manager, which is arguably the most important role in the
success of a project, and distinguishes between the knowledge, skills, and abilities that
accompany this role.

2. The role of a project manager

A project manager differs from a functional manager and an operations manager in some
fundamental ways. The project manager is the individual assigned by the organisation to
achieve predefined project objectives; the functional manager provides management
oversight for a business unit; and the operations manager is responsible for ensuring
efficiency in business operations. In some organisations, the project manager reports to a
functional manager, while in others they report to a programme or portfolio manager. If
reporting to a programme or portfolio manager, the project manager works closely with this
person to ensure that the project aligns with overarching company goals and objectives, in
addition to working closely with other individuals such as business analysts and subject matter
experts.

In order to have a holistic view of a project, a project manager has to manage, or “look”, in six
key directions:

1. Looking upwards: This involves managing the project sponsor and project steering
committee, who are generally in charge of the project at a high level.

2. Looking outwards: This involves managing the project’s stakeholders, who are the
individuals and groups who stand to benefit, or suffer loss, from the success or failure
of the project.

3. Looking forwards: This involves managing the project plan and ensuring that it
continues to align with the long-term project objectives.

4. Looking downwards: This involves managing the project team, keeping them
productive and motivated, and ensuring that they complete their tasks to the best of
their ability.

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 5. Looking inwards: This involves carefully managing yourself – it is important to note
that the project manager can be a source of project failure if they fall short in terms
of their emotional intelligence or soft skills (a topic covered in Section 2.3).

6. Looking backwards: This involves monitoring the ongoing progress of the project and
ensuring that the plan has been implemented as promised.

Figure 1: The project manager’s role.

2.1 Typical responsibilities of the project manager

In Module 1 you were reminded about the triple constraints of the Iron Triangle in terms of
scope, schedule (time), and budget (cost). It is understood that the project manager’s duty is
to balance these three elements, while also considering the implied fourth (and often
overlooked) element of quality. This is often easier said than done, as it is extremely difficult,
and perhaps even impossible, to meet all of the Iron Triangle’s constraints successfully.

The project manager needs to consult with key stakeholders to prioritise these constraints.
From the point of view of the Iron Triangle, this means knowing which constraints are more

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important to the client, allowing you to focus on that aspect of the project over others. Your
design of the project plan, therefore, depends on the prioritisation of these constraints. For
example, a project in the financial services sector may have quality as the most important
priority. Consequently, you will build many “quality” activities into your project plan, which
will increase the project budget. Another project in the retail sector may have an
implementation date as vital to its business. As a result, your project plan will focus on the
project schedule and might even deliver a reduced scope at a greater cost to ensure successful
delivery on time.

Figure 2: A project can be either fast and good, cheap and good, or fast and cheap, but not all three at
once.

Figure 2 demonstrates how the project manager can discuss the Iron Triangle simply and
realistically with key stakeholders and explain why it is near impossible to deliver a project on

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time, on budget, and as per specification. As highlighted in Module 1, it is of the utmost
importance that project stakeholders identify and document their priorities at the outset of
the project to allow the project manager to focus resources on achieving the most important
goals. These priorities should be realistic from a business perspective.

The project manager’s roles and responsibilities may vary significantly depending on the
organisational structure involved.

Table 1: Influences of Organisational Structures on Projects

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 (Source: Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) — Sixth Edition, Project Management Institute, Inc., 2017, Table 2-1, Page 45.)

A note on organisational structures:

At this point in your studies or career, you should be aware of the different organisational
structures available. To refresh your memory of what each structure entails, visit this article
that speaks to the Types of Organisation Structure for a brief overview, or conduct your own
research.

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As you may recall, Unit 1’s notes discuss the skills needed by project managers using the PMI
Talent Triangle®. The PMI Talent Triangle® focuses on technical project management skills,
leadership skills, and strategic and business management.

In order to be effective in their role, project managers need to be competent in each of the
three areas described by the Talent Triangle®. Project managers need to understand how to
apply core project management principles, to be comfortable with change, to understand the
organisations they work in and with, and to be able to lead a team to accomplish the desired
outcomes.

2.2 Technical project management skills

Technical project management skills are used to implement project management knowledge
effectively in order to deliver the expected outcomes for projects or programmes. The PMI’s
PMBOK® Guide (2017) describes essential knowledge as the 10 Knowledge Areas, all of which
are necessary project management skills:

1. Project Integration Management: Includes the “processes and activities to identify,

define, combine, unify, and coordinate the various processes and project
management activities within the Project Management Process Groups.”

2. Project Scope Management: Includes the “processes required to ensure that the
project includes all the work required, and only the work required, to complete the
project successfully.”

3. Project Schedule Management: Includes the “processes required to manage the

timely completion of the project.”

4. Project Cost Management: Includes the “processes involved in planning, estimating,

budgeting, financing, funding, managing, and controlling costs so the project can be
completed within the approved budget.”

5. Project Quality Management: Includes the “processes for incorporating the

organisation’s quality policy regarding planning, managing, and controlling project
and product quality requirements, in order to meet stakeholder expectations.”

6. Project Resource Management: Includes the “processes to identify, acquire, and

manage the resources needed for the successful completion of the project.”

7. Project Communication Management: Includes the “processes required to ensure

timely and appropriate planning, collection, creation, distribution, storage, retrieval,
management, control, monitoring, and ultimate dissemination of project
information.”

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 8. Project Risk Management: Includes the “processes of conducting risk management
planning, identification, analysis, response planning, response implementation, and
monitoring risk on a project.”

9. Project Procurement Management: Includes the “processes necessary to purchase or

acquire products, services, or results needed from outside the team.”

10. Project Stakeholder Management: Includes the “processes required to identify the
people, groups, or organisations that could impact or be impacted by the project, to
analyse stakeholder expectations and their impact on the project, and to develop
appropriate management strategies for effectively engaging stakeholders in project
decisions and executions.”

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) — Sixth Edition, Project Management Institute, Inc., 2017, Page 288-299.

These skills are essential for effective project management. However, it is also important to
bear in mind that the Knowledge Areas required by a specific project will vary depending on
the nature of the project. These Knowledge Areas assist the project manager in meeting the
project objectives, with the assistance of project management process groups.

Project Management Process Groups are standardised in project management and describe
the project management processes employed to meet project objects. Project management
processes are grouped into five Project Management Process Groups:

1. Initiating Process Group: “The processes performed to define a new project or new
phase of an existing project by obtaining authorisation to start the project or phase.”

2. Planning Process Group: “The processes required to establish the scope of the
project, refine the objectives, and define the course of action required to attain the
objectives that the project was undertaken to achieve.”

3. Executing Process Group: “The processes performed to complete the work defined in
the project management plan to satisfy the project requirements.”

4. Monitoring and Controlling Process Group: “The processes required to track, review,
and regulate the progress and performance of the project, and to identify any areas
in which changes to the plan are required.”

5. Closing Process Group: “The processes performed to formally complete or close a

project, phase, or contract.”

Project Management Institute, A Guide to the Project Management Body of Knowledge,

(PMBOK® Guide) — Sixth Edition, Project Management Institute, Inc., 2017, Page 289.

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The 10 Knowledge Areas and their related process groups are covered in greater detail in
Module 3.

2.3 Strategic and business management skills

The ability to see the broader picture is an essential skill in strategic and business
management. By being able to see the high-level view of an organisation, a project manager
with well-developed strategic and business management skills will be able to implement
decisions effectively and negotiate with involved parties that support innovation and strategic
alignment. It is important to note that strategic and business management skills may mean
that a project manager may have to continually develop and apply knowledge of the industry
and pertinent products. This is known as domain knowledge. Having relevant domain
knowledge can give a project manager a competitive edge.

Project managers should be knowledgeable enough about the business to be able to:

• “Explain to others the essential business aspects of a project;

• Work with the project sponsor, team, and subject matter experts to develop an
appropriate project delivery strategy; and
• Implement that strategy in a way that maximises the business value of the project.”

(PMBOK® Guide, 2017: 52)

In order to make informed decisions to ensure the success of a project and its related
deliverables, a project manager should reach out to operational managers who are involved
with the business side of the organisation where the project is taking place. These operational
managers will be able to provide the project manager with information about how the project
may have an impact on the work done by the organisation. If the project manager is well
informed about the organisation in which their project is to be carried out in, the more likely
it is that the project will be a success.

The project manager will be able to determine which business factors need to be considered
in light of their project by utilising strategic and business skills. If the project manager has a
good understanding of the interrelationships between the organisation and the project, they
will be able to determine how the business and strategic factors could affect the project.

A project manager has the ability, and responsibility, to make the necessary decisions and
make appropriate recommendations for a project. This is done through the application of
strategic and business knowledge. It becomes necessary for the project manager to work with
the project sponsor continually in projects where the conditions change. Changes in the
project conditions can be managed with ease by maximising this relationship, while ensuring
that the business and project strategies remain aligned.

Project Management Institute, A Guide to the Project Management Body of Knowledge,

(PMBOK® Guide) — Sixth Edition, Project Management Institute, Inc., 2017, Page 52.

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2.4 Leadership skills
As explored in Unit 1, the role of the leader involves the ability to guide, motivate, and direct
a team. Although good leadership is associated with certain personality traits, it does not
mean that if a project manager does not possess those traits that they are not a good leader.
Good leadership is also closely associated with skills, and, like any skill, leadership skills can be
learnt.

Research shows that essential leadership skills include, but are not limited to:

• Having a professional attitude; being optimistic, being respectful, applying political

acumen, and working with integrity;

• Working collaboratively and giving credit where credit is due;

• Striving to have a holistic and systemic view of the project, taking into account internal
and external factors, and being a lifelong learner who is result- and action-orientated;

• Managing relationships and conflict by building trust, satisfying concerns, seeking

consensus, balancing competing and opposing goals, utilising conflict resolution skills,
developing and nurturing personal and professional networks, and taking the long-
term view that relationships are as important as the project;

• Communicating effectively by spending sufficient time communicating, managing

expectations, accepting feedback, and giving constructive feedback; and

• Being able to apply critical thinking skills and focusing on the important things.

These skills are important for effective leadership and could mean the difference between a
successful project and an unsuccessful one.

2.5 What top project managers do differently

It is obvious that some project managers are simply better at what they do than others. The
following section highlights some of the basic things that these project managers do
differently compared to their more ineffectual counterparts.

An interesting point to note is that “practice makes perfect” is not always a maxim that can
be followed in terms of project management. Bad practice only reinforces bad habits, which
can lead to project failure; however, perfect practice does make perfect. Andy Crowe (2006)
conducted well-known research where he separated the top 2% of project managers in the
sample from the rest, analysing what they did differently that led to higher project success
rates. His results are detailed below.

• Attitude and belief: Project managers are first set apart by their attitude and belief
that they have enough authority to manage a project. Not only that, but their senior

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 managers also believe in their authority. The other 98% fall short in not claiming
authority over their projects, leaving them in a situation where they are responsible
for a project but lack the authority to make that project a success.

• Communication: Top project managers do not make assumptions about

communication, and are excellent communicators who double-check their
understanding every step of the way. They get to know the people they are required
to communicate with and develop appropriate communication strategies for each
person and situation they encounter.

• Alignment with strategic goals: The best project managers are clear on how the
specific project that they are currently working on aligns with the overall strategies of
the company. When asked, top project managers can usually articulate their
organisation’s strategic goals and describe how their project fits in with those goals.

• Self-awareness and best practice: Top project managers are characterised by desire,
awareness of gaps in their knowledge, knowledge of the right or best ways to do
things, and deliberate, perfect practice.

• Planning: The top project managers do significantly more planning as a percentage of

the overall project effort, leading to less work in the execution phase. This finding is
important, as, in some organisations, senior managers do not allocate sufficient time
to planning-related activities.

What else do effective project managers do that ineffective project managers fail to achieve?
Effective project managers lead by example rather than simply commanding their project
team to do as they are told. As compared to ineffectual project managers, who tend to set
bad examples for their team to follow, the top project managers have a hands-on approach
to the project. Effective project managers are also visionaries. They think about the future and
plan for the long term with imagination and wisdom. Ineffective project managers, however,
are not self-assured and seldom take the initiative to think creatively and to envision where
the project will lead the organisation in the future. Effective project managers are technically
competent and decisive, while poor project managers tend to lack the technical expertise
needed to make a success of a career within the field of project management. Overall, the top
project managers are strong communicators, good motivators, able to stand up to
management when the need arises, supportive of team members, and encouraging of new
ideas, while ineffective project managers fall short of most or all of these ideals and are, in
general, poorly organised, allowing the project to get away from them and spiral out of
control.

Explore further:

This video highlights what differentiates great project managers and exceptional team players
from their less successful counterparts. It also points out how the skills that these project
players possess can keep them from falling into the many project management pitfalls.

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3. Conclusion
In this set of notes, you distinguished the knowledge, skills, and abilities of a successful project
manager. You did so by delving into the typical responsibilities allocated to the project
manager, how the project manager’s roles and responsibilities may vary significantly
depending on the organisational structure involved, and what strategic and business skills are
necessary to be a successful project manager. Important leadership skills were also explored
within the role of the project manager. Lastly, you looked at what the top project managers
do differently.

4. Bibliography
Clements, J. & Gido, J. 2012. Effective Project Management. Canada: Cengage Learning.

Crawford, L., French, E. & Lloyd-Walker, B. 2013. From outpost to outback: Project career
paths in Australia. International Journal of Project Management, 31(8): 1175-1187.

Crowe, A. 2006. Alpha project managers: What the top 2% know that everyone else does not?
Velociteach: Kennesaw, GA.

Hölzle, K. 2010. Designing and implementing a career path for project managers. International
Journal of Project Management, 28(8): 779-786.

Lloyd-Walker, B. & Walker, D. 2011. Authentic leadership for 21st century project delivery.
International Journal of Project Management, 29(40): 383-395.

Müller, M. & Turner, R. 2010. Leadership competency profiles of successful project managers.
International Journal of Project Management, 28(5): 437-448.

Project Management Institute. 2017. A Guide to the Project Management Body of Knowledge
(PMBOK® Guide). 6th ed. Pennsylvania: Project Management Institute, Inc.

Project Management Institute (PMI)®. 2007. Project Manager Competency Development

Framework (PMCDF) Exposure Draft (2nd ed.). USA: Project Management Institute,
Inc.

Tyssen, A.K., Wald, A. & Spieth, P. 2013. The challenge of transactional and transformational
leadership in projects. International Journal of Project Management, 32(3): 365-375.

PMI, PMBOK, PMP, CAPM, PgMp, PfMP, PMI-ACP, PMI-RMP, and PMI-SP are
registered marks of the Project Management Institute, Inc.

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