Project manager: Difference between revisions

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{{Short description|Professional in the field of project management}}

{{Distinguish|Product manager}}<!--Re why distinguish: PM and PM are close enough to homophony that cognitively subject toh [[catachrestic]] recall error; also, for PM or PM laypersons, it is wise to consciously contrast PM with PM, dispelling abstraction grayness in the learning process.-->

[[File:US Navy 080111-N-8273J-033 Chief of Naval Operations (CNO) Adm. Gary Roughead talks with project managers while touring Pacific Beacon, the Navy's first large-scale housing privatization facility for single Sailors.jpg|300px|thumb|[[US Navy]] 080111-N-8273J-033 [[Chief of Naval Operations]] (CNO) Adm. Gary Roughead (left) talks with project managers]]

A '''project manager''' is a professional in the field of [[project management]]. Project managers have the responsibility of the [[Project planning|planning]], [[procurement]] and execution of a [[project]], in any undertaking that has a defined scope, defined start and a defined finish; regardless of industry. Project managers are first point of contact for any issues or discrepancies arising from within the heads of various departments in an organization before the problem escalates to higher authorities, as project representative.

Project management is the responsibility of a project manager. This individual seldom participates directly in the activities that produce the result, but rather strives to maintain the progress, mutual interaction and [[task (project management)|tasks]] of various parties in such a way that reduces the risk of overall failure, maximizes benefits, and minimizes costs.

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== Project management key topics ==

*Important closingareas theof project. management may include:<ref>{{cite web |url=https://www.apm.org.uk/WhatIsPM |title=What is project management? |website=www.apm.org.uk |access-date=29 March 2018 | quote = The core components of project management}}</ref>

* to specify the reason why a project is important

* to specify the quality of the [[deliverable]]s

* specifying reasons for the importance of a project

* [[Resource (project management)|resource]] [[Estimation (project management)|estimate]]

* to specifyspecifying the quality of the [[deliverable]]s

* timescale

* [[Resource (project management)|resource]] -[[Estimation (project management)|estimateestimation]]

* Investment, corporate agreement and funding

* estimating timescales

* Implementation of [[Project management plan|management plan]] on to the project

* Investmentnegotiating investment, corporate agreement and funding

* team building and motivation

* Implementationimplementation of a [[Project management plan|management plan]] on toin thea project

* risk assessments and change in the project

* [[team -building]] and [[work motivation | motivation]]

* maintain sustaining project

* risk assessments and changechanges in thea project

* monitoring

* maintain [[sustaining project]]s

* monitoring progress against plans

* [[stakeholder management]]

* provider -management

* closing the project

* closing the project.<ref>{{cite web|url=https://www.apm.org.uk/WhatIsPM|title=What is project management?|website=www.apm.org.uk|access-date=29 March 2018}}</ref>

George Roth and Hilary Bradbury identify a desire for more non-authoritarian [[leadership]] in project work.<ref>

{{cite book

|last1 = Roth

|first1 = George

|last2 = Bradbury

|first2 = Hilary

|editor-last1 = Reason

|editor-first1 = Peter

|editor-last2 = Bradbury

|editor-first2 = Hilary

|date = 26 March 2013

|orig-date = 2008

|chapter = Learning History: An Action Research Practice in Support of Actionable Learning

|title = The SAGE Handbook of Action Research: Participative Inquiry and Practice

|url = https://books.google.com/books?id=2fTlmcue2p0C

|edition = 2, unabridged

|publication-place = Los Angeles

|publisher = SAGE

|page = 357

|isbn = 9781446206584

|access-date = 20 October 2024

|quote = '''Setting an example of non-authoritarian leadership.''' Many experts and consultants preach the need for a more non-authoritarian and participative approach to project leadership [...].

}}

</ref>

;=== Project tools ===

;

:TheSome tools, knowledge and techniques for managing projects aremay oftenbe unique to project management. - Forfor example: [[work breakdown structure | work-breakdown structure]]s, [[critical path analysis | critical-path analysis]] and [[earned -value management]]. Understanding and applying the tools and techniques which are generally recognized{{cn|date=October 2024}} as good practices are not sufficient alone for effective project management. Effective project management requires that the project manager understands and uses the knowledge and skills from at least four areas of expertise.{{cn|date=October 2024}} Examples are [[PMBOK]], Application Area Knowledge: standards and regulations set forth by [[International Organization for Standardization | ISO]] for project management, General Management Skills and Project Environment Management<ref>PMBOK Guide Third Edition 2004 p.12</ref> There are also many options for [[project -management software]] to assist in executing projects for the project managermanagers and his/herany associated [[team]]s.

;Project tools

:The tools, knowledge and techniques for managing projects are often unique to project management. For example: [[work breakdown structure]]s, [[critical path analysis]] and [[earned value management]]. Understanding and applying the tools and techniques which are generally recognized as good practices are not sufficient alone for effective project management. Effective project management requires that the project manager understands and uses the knowledge and skills from at least four areas of expertise. Examples are [[PMBOK]], Application Area Knowledge: standards and regulations set forth by ISO for project management, General Management Skills and Project Environment Management<ref>PMBOK Guide Third Edition 2004 p.12</ref> There are also many options for project management software to assist in executing projects for the project manager and his/her team.

;=== Project teams ===

:WhenIf recruiting and building an effective team, the manager must consider not only the technical skills of each personteam member, but also the critical roles of and chemistry between workers. A [[project team]] has mainly three separate components: project manager, core team and contracted team.

;=== Risk ===

:Most of the project -management issues that influence a project arise from [[risk]], which in turn arises from uncertainty.{{cn|date=October 2024}} The successfulSuccessful project managermanagers focusesfocus on this as his/hertheir main concern and attemptsattempt to reduce risk significantly,{{cn|date=October 2024}} often by adhering to a policy of [[open communication]], ensuring that project participants can voice their opinions and concerns.{{cn|date=October 2024}}

== Responsibilities ==

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Architectural project manager are project managers in the field of [[architecture]]. They have many of the same skills as their counterpart in the [[construction industry]]. And will often work closely with the construction project manager in the office of the [[general contractor]] (GC), and at the same time, coordinate the work of the design team and numerous consultants who contribute to a construction project, and manage communication with the client. The issues of budget, scheduling, and [[quality control]] are the responsibility of the project manager in an architect's office.

=== Construction project manager ===

{{see also|Construction management}}

Construction managers are primarily involved in the areas of design, bidding, contact management and construction of a project, as well as the in-between phases and post-construction.

Until recently, the American construction industry lacked any level of standardization, with individual States determining the eligibility requirements within their jurisdiction. However, several [[trade associations]] based in the [[United States]] have made strides in creating a commonly accepted set of qualifications and tests to determine a project manager's competency.

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Due to the high operations expense of maintaining a large staff of highly skilled IT engineering talent, many organizations outsource their infrastructure implementations and upgrades to third-party companies. Many of these companies have strong project management organizations with the ability to not only manage their clients projects, but to also generate high quality revenue at the same time.

=== Social science research project manager ===

Project managers in the field of [[social science]] have many of the same skills as their counterparts in the IT industry. For example, project managers for the [[2020 United States census|2020 United States Census]] followed program and project management policies, framework, and control processes for all projects established within the program. They managed projects designed as part of the program to produce [[official statistics]], such as projects in [[systems engineering]], [[Questionnaire construction|questionnaire design]], [[Sampling (statistics)|sampling]], [[data collection]], and public communications.<ref>{{Cite web |title=2020 Census Operational Plan and Detailed Operational Plans |url=https://www.census.gov/programs-surveys/decennial-census/decade/2020/planning-management/plan/op-plans.html |access-date=2023-12-02 |website=Census.gov}}</ref> Project managers of [[qualitative research]] studies must also manage scope, schedule, and cost related to research design, participant recruitment, interviewing, reporting, as well as stakeholder engagement.<ref>{{Cite journal |last1=Sha |first1=Mandy |last2=Childs |first2=Jennifer Hunter |date=2014-08-01 |title=Applying a project management approach to survey research projects that use qualitative methods |url=https://www.surveypractice.org/article/2865-applying-a-project-management-approach-to-survey-research-projects-that-use-qualitative-methods |journal=Survey Practice |language=en |volume=7 |issue=4 |pages=1–8 |doi=10.29115/SP-2014-0021 |doi-access=free}}</ref><ref name=":5">{{Cite journal |last1=Sha |first1=Mandy |last2=Pan |first2=Yuling |date=2013-12-01 |title=Adapting and Improving Methods to Manage Cognitive Pretesting of Multilingual Survey Instruments |url=https://www.surveypractice.org/article/2888 |journal=Survey Practice |language=en |volume=6 |issue=4 |pages=1–8 |doi=10.29115/SP-2013-0024 |doi-access=free|url-access=subscription }}</ref>

== See also ==

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* [[Project engineer]]

* [[Project management]]

* [[Project portfolio management]]

* [[Project planning]]

* [[Product management]]

* [[Construction manager]]

== References ==

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* US DoD (2003). [http://www.opm.gov/fedclass/cg03-0001.pdf ''Interpretive Guidance for Project Manager Positions'']. August 2003.

* Open source handbook for project managers [http://www.projectmanagement-training.net/book/ ''Open source handbook for project managers'']. July 2006.

* Collection of scholarly articles [http://www.conseho.com/scientific-references/ ''Project Management Training: Research'']. Nov 2012.

{{Construction overview}}

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[[Category:Product lifecycle management]]

[[Category:Computer occupations]]

[[Category:Managers]]