PAD 400: Project Manager Role

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Questions and Answers

What key responsibility does the Parent Company have towards project management?

Managing only the budget aspect of the project

Submits timely and accurate reports (correct)

Delegating resources to the marketing department

Ensuring client satisfaction is prioritized over project integrity

Which aspect is NOT mentioned as a responsibility of the project manager to the project’s clients?

Preserving the integrity of the project

Informing clients of major changes

Ignoring client input for project success (correct)

Keeping the project up to specifications

What is a major challenge the project manager faces regarding resources?

Maintaining a long-term project duration

Matching the correct personnel to projects

Managing client expectations solely

Availability of sufficient project budgets (correct)

What phenomenon is referred to as a significant issue that the project manager must deal with?

Scope creep (B) Signup and view all the answers

Which of the following is essential for the success of project management?

Acquiring and motivating personnel effectively (A) Signup and view all the answers

What is one of the main goals a project manager must balance during project execution?

Performance, time, and budget (A) Signup and view all the answers

Which of the following reflects a special demand placed on project managers?

Managing and communicating effectively with the team (B) Signup and view all the answers

What should a project manager consider regarding team members after project completion?

Their future career development (D) Signup and view all the answers

What distinguishes project managers from functional managers?

Project managers need negotiation skills. (B) Signup and view all the answers

What is a primary characteristic of functional managers?

They focus on analysis rather than synthesis. (D) Signup and view all the answers

Which of the following is generally true about project managers?

They may not decide who performs each task. (C) Signup and view all the answers

What is a consequence of micromanagement for project managers?

Withdrawal of powers delegated to them. (A) Signup and view all the answers

What type of skills do project managers primarily need?

Negotiation and coordination skills. (B) Signup and view all the answers

How do functional managers typically differ from project managers in terms of operational focus?

Functional managers usually focus on specific operational details. (B) Signup and view all the answers

Which statement about the skills required for project and functional management is correct?

Project managers must be skilled at synthesis, while functional managers focus on analysis. (A) Signup and view all the answers

What aspect of project management is characterized by a systems approach?

Integration of various project elements into a coherent whole. (B) Signup and view all the answers

Study Notes

Public Projects Management and Organization - PAD 400, Part 1

Course information: PAD 400, Public Projects Management and Organization, Part 1, Fall 2024-2025, Week Six
Textbook: International Student Version, Project Management: A Managerial Approach

Chapter Three - Part One: The Role of the Project Manager (pp. 100-112)

Focuses on the project manager's role. The chapter covers pages 100 to 112 of the textbook.

Leadership and Management

Leadership is a talent, typically born rather than learned.
Management is a skill, that can be learned and practiced.

Functional Management

Project managers differ from functional managers.
Functional managers are specialists within departments like Marketing, Sales, or Engineering.
Functional managers have deep technical expertise with a narrow focus
Functional managers control their department’s work.
Managers decide who is best suited to solve technical problems in their technical field.

Functional Management Continued

Department heads are specialists in their departments.
They have technical skills relevant to operational details in their area.
They exercise considerable control over their department's operations.
Functional managers decide personnel qualifications for technical tasks.

Project Management

Project managers are generalists with broad knowledge.
Project management is not a deeply specialized profession (unlike functional management).
Project managers have less control over work.

Project Management Continued

Project managers rarely decide specific tasks
They lack the specialized technical skills to thoroughly evaluate projects
Project managers oversee broader projects, but not necessarily every detailed task

Comparing Functional & Project Managers

Functional managers are skilled in technical analysis.
Project managers are skilled in negotiation and synthesis of tasks.
Project managers utilize a systems approach; functional managers use analytic approaches.
Functional managers focus on one small area; project managers have a broader view.

Special Cases

Micro-management from supervisors can limit project managers’ authority and creativity.
Positive relationships between project managers and line managers minimize interpersonal conflicts.

Project Manager's Responsibilities

Project managers are accountable to three key areas:
- The parent company
- The project's clients
- The project team

1) The Parent Company

Project managers are responsible for the proper use of company resources.
Project managers must submit timely and accurate reports.
Project managers must keep sponsors informed about the project's status, timing, and potential problems.

2) The Project's Clients

Project managers must uphold project integrity while handling varied client demands.
Project managers must maintain adherence to project specifications.
Project managers must keep clients informed of major changes

3) The Project Staff (team members)

The project team typically disbands at project completion.
Project managers act in the long-term interests of staff members during this transitional period.

Special Demands on Project Manager

Project success depends on the project manager's skillful handling of these key demands:
- Acquiring adequate resources
- Acquiring and motivating personnel
- Dealing with obstacles
- Making project goal trade-offs
- Addressing failure and the fear of failure
- Managing breadth of communication
- Negotiation

1 - Acquiring Adequate Resources

Project budgets are often insufficient for funding projects.
Project managers face crises when essential resources are lacking

Acquiring and Motivating Personnel

Project managers and functional managers both seek well-qualified personnel.
Functional managers make personnel assignments, but cooperation is limited.

3 - Dealing with Obstacles

Every project is unique and comes with unforeseen crises
"Scope creep" (scope changes) is a significant challenge.
Early problems arise from resource issues
Late problems arise from schedule management crises

4 - Making Project Goal Trade-Offs

Trade-offs between crucial project goals (performance, time, and budget) arise throughout the project lifecycle.

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Description

Explore Chapter 3 of PAD 400, focusing on the significant role of the project manager in organizations. This chapter outlines the differences between project and functional management, emphasizing leadership and management skills. Delve into pages 100 to 112 to understand the attributes that set these managerial roles apart.

PAD 400: Project Manager Role - Chapter 3

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