NICMAR

ASSIGNMENT
ON

“ROLE OF PROJECT
MANAGERS”

SUBMITTED BY: GUIDED BY:

JHA PRAVIN KUMAR 221071 Prof. T.K.GANGULI

JOSHI SOURABH 221074

MALANI GOVIND 221094

ACM 22-SECTION 2

NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT

AND RESEARCH, PUNE

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INDEX
Contents Page no.

1. Introduction 3

2. Role of Project Manager 5

2.1 Planning 6

2.2 Organizing 6

2.3 Controlling 7

2.4 Leading 7

2.5 Communicating 7

2.6 Cognitive functions 8

2.7 Self management functions 8

2.8 Motivational and personal development functions 8

2.9 Customer awareness functions 9

2.10 Organizational savvy functions 9

2.11 Project Manager’s Unofficial Job Duties 9

3. Conclusion 10

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1. Introduction

1.1 Project

A project is a temporary endeavor undertaken to achieve a particular aim. At the

most basic level, a project is actually the response to a need, the solution to a problem.
Further it is a solution that promises a benefit especially financial benefit. The
fundamental purpose for most projects is to either make money or save money, hence
projects should be financially justifiable. A project is temporary in nature; that means that
it has a specific start and finish. A project consists of a well defined collection of small
jobs and ordinarily culminates in the creation of an end product or products.

A project is a unique, one time undertaking; it will never again be done exactly
the same way, by the same people, and within the same environment. There will always
be some uncertainty associated with the project. This uncertainty represents risks to your
ability 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 management process calls for
the creation of a small organizational (project team), which is often a microcosm of larger
organization. Once the team has produced desired outcome, the process then calls for the
decommissioning of that small organizational structure. The project form of organization
allows the manager to be responsive to:

• The client and the environment

• Identify and correct problems at an early date

• Make timely decisions about trade-offs between conflicting project goals

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• Ensure that managers of the separate tasks that comprise the project do not
optimize the performance of their individual tasks at the expense of the total
project- that is, that they do not suboptimize.

1.3 Project Manager

A project manager is usually responsible for the success or the failure of the
project. They first need to define the project and then build its work plan. If the scope of
the project is not very clear, or the project is executing poorly, the manager is held
accountable. However, this does not mean that the manager does all the work by himself
(which is practically impossible). There is an entire team under the project manager,
which helps to achieve all the objectives of the project. However, if something goes
wrong, the project manager is ultimately accountable.

Apart from this, depending on the size and the complexity of the project, they
may need to take on multiple roles. The project manager may need to assist with
gathering business requirements, help to design a database 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 authority. For example, he or she
may be using certain resources but might not have direct control over those resources. At
such times, the manager might find 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 few minutes, compared to the several hours it can take if
they do not use a software package.

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In order to be successful, the project manager must be given 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 quality manner, using budget, and on time.
The Project Manager has primary responsibility for providing leadership 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 right 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

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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 vision of what 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 comprehensive 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 information system-either manual
or computerized-for comparing actual progress to plan progress. It’s 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 appropriate 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 commitment 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 be accountable for the accomplishment of their tasks within the assigned 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.

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2.3 Controlling

To control the project, the project manager implements a management

information system designed to track actual progress and compare it with planned
progress. 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 occur 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 parts of the project. It’s important that problems and even potential
problems, be identified early and action taken. The project manager cannot take a “let’s
wait and see how things works out” approach- things never works out on their own. He or
she must intervene and be proactive, resolving problems before they become worse.

2.4 Leading

Project manager fosters development of a common mission and vision to the team
members. He should clearly define roles, responsibilities and performance expectations
for all his team members. He uses leadership style appropriately to situation 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 visibility to
upper management. He should appreciate, promote and leverage the diversity within the
team.

2.5 Communicating

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The Project Manager should be able to communicate effectively with all levels
inside 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 productively with the help of other team
members. He should be able to able to influence without relying 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.

2.6 Cognitive functions

The project manager should identify the problem and gathers information
systematically and seeks input from several sources. He should then consider 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 quantitative 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
with 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. Being the head of the project he should manage
implementations effectively and should recognize as someone “who gets things done.”
He should continuously seek feedbacks from the team members and modify his behavior
accordingly. He should take keen interest in learning 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

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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 continuously offer opportunities for personal and professional
growth to his team members. He should arrange for training program and continuously
seeks support to his team member when needed. He should pass credit on to the
individuals and promote their positive visibility 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 customer’s needs effectively and

proactively strives to satisfy them. He should be able to accurately translate the
customer’s verbalized wants into what they actually needs. He should be able to
understand customers and their business and actively build and maintain strong customer
relationships. He should understand customer’s 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. Understands, 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 general management philosophy. He balance interests and
needs of team/project with those of the broader organization.

2.11 Project Manager’s Unofficial Job Duties

The functional competencies listed above represents official duties of the typical
project manager. In fact, if organization has developed a job description for project
managers, it probably includes many of these functional competencies. What we won’t
find in job description are the unofficial duties that Project Managers perform in the
course of carrying out their mission. Let’s examine some of the key ones:

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Babysitter: This refers to the apparent need to provide close guidance or detailed
instructions to certain individuals. 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 others 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 people is
difficult. However if they can do it they will benefit greatly. An open, informal and
comfortable communication linkage is much more likely to keep them supplied with
more of the information they need than formal, rigorous and stiff 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.

3. 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”.

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