Roles, Responsibilities, and Skills PDF

V. ROLES, RESPONSIBILITIES, AND SKILLS B. Roles and Responsibilities of the Project Manager A. Definition of Concept It outlines the core objective or purpose Being a Project Manager is like bein...

V. ROLES, RESPONSIBILITIES, AND SKILLS B. Roles and Responsibilities of the Project Manager A. Definition of Concept It outlines the core objective or purpose Being a Project Manager is like being a behind the project and acts as a guiding Sculptor. You chisel away all the challenges, framework for all the planning and shaping raw materials into a masterpiece of execution that follows. coordination and success. –Greg The concept provides a high-level overview Cimmarrusti of what the project aims to achieve, its goals, and its intended outcomes. ROLES Roles define what you need to do for the Concept is NOT a Theme project. These roles define how you relate Theme is NOT a Concept yourself to your team members and customers. Responsibilities are further Why the Concept is Crucial in Project dependent on your role. Development RESPONSIBILITIES Clarity of Vision Responsibilities are day-to-day activities and A well-defined concept provides a clear tasks you do daily in the office. Together, understanding of the project's purpose and these activities and tasks contribute to direction, so the whole team knows what accomplishing your role as the project they are working toward. manager. These responsibilities may vary depending on the stage of the project and Strategic Planning several other reasons. It helps in formulating strategies, identifying key milestones, and allocating resources PROJECT MANAGER ROLES AND effectively. RESPONSIBILITIES Stakeholder Communication 1. Defining goals and roles The concept makes it easier to explain the 2. Keeping them close-knit project’s goals and benefits to stakeholders, 3. Delegating work effectively securing support and funding. 4. Employee Feedback 5. Planning everything Risk Management 6. Directing the team to achieve a common A solid project concept highlights potential goal challenges early, allowing for proactive risk 7. Managing time management. 8. Monitoring progress 9. Conducting regular meetings Conclusion 10. Establishing a shared vision In project development management, the concept is 11. Managing documentation the cornerstone that defines a project's direction and 12. Coming up with plan B purpose. It guides planning, execution, and 13. Managing project budget evaluation, ensuring that the project remains aligned 14. Coordinating with the clients with its goals. A clear, well-thought-out concept is essential for project success.  setting up collection points and ensuring 1. Defining goals and roles proper disposal. Set clear goals and make sure everyone knows their job. 6. Directing a Team to a Common Goal Example: Guide the team toward achieving the same Before starting a community garden project, objective. you gather the barangay council and Example: residents to set clear goals (grow food for You remind the team that the goal of the local families) and assign roles (someone for project, such as installing solar streetlights, gardening, another for fundraising). is to improve safety and sustainability in the barangay. 2. Keeping the Team Close Knit Make sure the team works well together and 7. Managing Time supports each other. Ensure the project stays on schedule and Example: time is used wisely. You organize team-building activities, like Example: weekend cleanups, to help build camaraderie You set a timeline for the barangay project, and keep everyone in the barangay involved making sure the tasks are done on time, like and connected. completing the community hall repairs before the rainy season starts. 3. Delegating Work Effectively Assign tasks to the right people to get things 8. Know your Audience or Team done efficiently. Understand the needs and strengths of the Example: people you’re working with. Instead of doing everything yourself, you Example: delegate tasks: the barangay health worker If the project is a health seminar, understand manages the health program, while the needs of the barangay residents by volunteers handle waste segregation. assessing their health concerns and tailoring the seminar content accordingly. 4. Employee Feedback Provide feedback to help team members 9. Conducting Regular Meetings improve and grow. Hold regular meetings to discuss progress Example: and any issues. After a barangay cleanup event, you thank Example: the volunteers for their effort but suggest You hold weekly barangay meetings to being more organized next time by dividing update everyone on the progress of the them into smaller teams for faster work. project and discuss any issues or suggestions from residents. 5. Planning Everything from Execution to Delivery 10. Establishing a Shared Vision Create a plan that covers every step, from Make sure everyone is aligned with the start to finish. project’s overall purpose. Example: Example: For a waste management project, you plan At the start of a barangay feeding program, every detail, from gathering recyclables to you communicate to all volunteers that the  vision is to ensure no child in the C. Managerial Skills of a Project Manager community goes hungry. Project management skills are, the traits and 11. Managing Documentation and Reports characteristics that help you take winning Keeping track of important documents and projects all the from idea to completion. reports for the project. Example: LEADERSHIP SKILLS You keep a record of donations, expenses, 1. Vision and Strategic Direction: and progress for a barangay scholarship Project managers must set clear goals and program to ensure transparency and inspire teams toward achieving them. accountability to the residents. 2. Decision Making 12. Managing Project Budget Making timely and effective decisions to Keep an eye on the project’s expenses and keep the project on track. make sure it stays within budget. Example: 3. Influence and Motivation You monitor the budget for the barangay's Encouraging team productivity through road widening project and make motivation and leadership. adjustments, like opting for more affordable materials, to stay within the allocated funds. COMMUNICATION SKILLS 1. Clear Communication: 13. Coordinating with the Clients Ensuring that all team members and Communicate with clients to ensure their stakeholders understand their roles, needs are being met and they’re kept in the responsibilities, and the project's objectives. loop. Example: 2. Stakeholder Engagement: You regularly consult with residents, Regular updates to stakeholders and barangay officials, and local stakeholders to ensuring their expectations are managed. ensure that the barangay project meets the community’s needs and expectations. 3. Conflict Resolution: Addressing conflicts quickly and efficiently Conclusion: to maintain a positive team dynamic. A project manager oversees the planning, execution, and completion of a project. They TIME AND RESOURCE MANAGEMENT play a crucial role in task coordination, Resource management is the act of resource management, progress monitoring, forecasting, preparing, and scheduling stakeholder communication, research, and resources, to make sure your company or ensuring that project meets its goals on time project has the people and equipment it and within budget. needs to succeed. A project manager is responsible for the project from initiation to the finishing of a PROBLEM SOLVING AND ADAPTABILITY project and for this, you will have to polish Problem-solving skills can include finding your leadership skills, coordination abilities, the right solution to a problem while and motivational skills continuously. adaptability is really just responding to  changes in demand and changes in priorities While there are additional interpersonal skills that that are often outside of your control. project managers use, the appropriate use of these skills assists the project manager in effectively Conclusion: managing the project. Project managers need a combination of leadership, communication, time 1. Leadership management, and problem-solving skills to Leadership involves focusing the efforts of a ensure successful project delivery. group of people toward a common goal and enabling them to work as a team. In general D. Interpersonal Skills of a Project Manager terms, leadership is the ability to get things done through others. Respect and trust, Interpersonal skills are the behaviors and rather than fear and submission, are the key tactics people use to interact with others elements of effective leadership. effectively. Some people are born with them but they can be learned. 2. Team Building Team building is the process of helping a Interpersonal skills, sometimes known as group of individuals, bound by a common “soft skills,” are behavioral competencies purpose, to work with each other, the leader, that include proficiencies such as external stakeholders, and the organization. communication skills, emotional intelligence, conflict resolution, negotiation, 3. Motivation influence, team building, and group Project teams are comprised of team facilitation. These soft skills are valuable members with diverse backgrounds, assets when developing the project team. expectations, and individual objectives. Motivating in a project environment Interpersonal skills of a Project Manager involves creating an environment to meet Project managers accomplish work through project objectives while providing maximum the project team and other stakeholders. satisfaction related to what people value Effective project managers acquire a balance most. of technical, interpersonal, and conceptual skills that help them analyze situations and 4. Communication interact appropriately. Communication has been identified as one of the single biggest reasons for project 1. Leadership success or failure. Effective communication 2. Team building within the project team and between the 3. Motivation project manager, team members, and all 4. Communication external stakeholders is essential. 5. Influencing 6. Decision making 5. Influencing 7. Political and cultural awareness Influencing is a strategy of sharing power 8. Negotiation and relying on interpersonal skills to get 9. Trust building others to cooperate towards common goals. 10. Conflict management 11. Coaching 6. Decision Making Making decisions based on data, team input, Conclusion: and situational factors is a balancing act that Interpersonal skills are not merely desirable every project manager needs to master. attributes for project managers but are essential for There are four basic decision styles normally achieving project success. These skills complement used by project managers: command, technical expertise, elevating project managers from consultation, consensus, and coin flip managers to effective leaders. Investing in the (random). development of interpersonal skills not only enhances individual effectiveness but also 7. Political and Cultural Awareness contributes to a more productive and harmonious The skillful use of politics and power helps work environment. It is important to acknowledge the project manager to be successful. that while some interpersonal skills may come Conversely, ignoring or avoiding project naturally, others require deliberate effort and politics and inappropriate use of power can practice. Project managers should prioritize lead to difficulty in managing projects. continuous learning, actively seek feedback, and While, cultural differences can be both maintain authenticity in their interactions to individual and corporate in nature and may cultivate these essential abilities. involve both internal and external stakeholders. E. Influence and Power of a Project Manager 8. Negotiation Forms of Power Negotiation is a strategy of conferring with parties of shared or opposed interests with a 1. Legitimate (or Formal) view toward compromise or reaching an The formal authority or power derived from agreement. the position. It is also known as Formal power. 9. Trust Building Team members perceive the project manager The ability to build trust across the project as being officially empowered to issue team and other key stakeholders is a critical orders. component in effective team leadership. 2. Rewards 10. Conflict Management The power of directly or indirectly Managing conflict is one of the biggest rewarding the team member. challenges a project manager faces. It draws Salary, promotion, bonus or better work upon all of the other interpersonal skills of a assignments. project manager in order to lead the team to a successful resolution of the situation in 3. Penalty (Coercive/Punishment) conflict. The power of directly or indirectly penalizing the team members. 11. Coaching Suspension, reprimand, unpleasant Coaching is a means of developing the assignments etc. project team to higher levels of competency It is also known as Coercive power and and performance. Coaching is about helping Punishment power. people recognize their potential through empowerment and development.  F. MANAGEMENT STYLES 4. Expert The power derived from special knowledge A management style describes the methods a or expertise. manager uses to manage their employees or team. The management style can signal to 5. Referent (Charisma) others how to organize work, make The power derived from personality traits or decisions and apply authority. charisma. It is also known as Charisma power. DIFFERENT STYLES OF MANAGEMENT POSITIONAL POWER VS. PERSONAL AUTHORITARIAN STYLE POWER Also referred to as coercive style of management, authoritarian managers would POSITIONAL POWER normally demand immediate compliance. stems from the project manager's role and authority within the organization DEMOCRATIC STYLE Managers seek to achieve their objectives by consensus and staff participation. AFFILIATIVE STYLE Closely related to the democratic style, PERSONAL POWER affiliative style of management is intended is derived from the project manager's to create unity and harmony in the individual characteristics, skills, and organisation by seeking to build an expertise. emotional bond among staff. PERMISSIVE STYLE Also referred to as Laissez-Faire Style, this is the style management where managers give little or no direction to the staff, CONCLUSION: basically, letting the staff to just carry on The power and influence of the project with their job. manager are not solely determined by their formal authority. It is a combination of their INDIFFERENT STYLE position, skills, and ability to build The manager just can’t be bothered. This relationships with the team and stakeholders may be the case where the manager is that can effectively achieve it's project goals seriously demotivated as a result of lack of and objectives. recognition or simply that he/she has had enough and does not care what goes on. Obviously, this is an unacceptable style in modern management. COACHING STYLE This is a management style where a manager focuses on training, guiding, counselling and  staff personal development for the future growth of the organisation. PACESETTING STYLE This is a style of management where managers set examples and standards for high performance. It is like a role model management style. Visionary Style This is a management style, where managers move their staff to share positive dreams of the potential benefits and opportunities that they stand to gain. This is where when both staff and organisational goals are clearly defined and the means of achieving them are well known by everyone. BUREAUCRATIC STYLE The Bureaucratic style require that everything is done in accordance with company policy, procedure and culture. This is a management style by the book, so such managers are completely inflexible. DEFENSIVE STYLE This is a management style that is practiced by managers who always seek to find fault from the staff and gives the impression that he/she is correcting the fault. This sort of management style can be very de-motivating and demoralising. CONCLUSION: There is no particularly accepted style of management, but styles that lead to increased staff moti vation, job satisfaction and productivity should be encouraged. While those that have the opposite effect should be discouraged.