This presentation has been put together to provide a high level view of the role of a project manager and some guidelines and information

1. THE PROJECT MANAGER
The Role – The Responsibilities – The Competencies

2. Project management is a growing field used
increasingly by businesses of all sizes to deal
with business transformation. As entrepreneurs
and company executives deal with the daily
responsibilities of managing an organization
they realise the importance of using
professional and skilled project managers to
oversee projects from conception to
completion.
The role of project management and business
are equally dependent on each other in a world
that demands constant change and
transformation for products and services that
will add value and meet the technical and
market trends that make up the face of
business today.
Successful project managers will need to keep
pace with the technology trends realising that
the rate of change will only increase
The project managers who embrace the
changes, adapt to new approaches, and are
willing to take risks will reap the benefits of
success.
Mission
Objectives
Strategy
Business
Project Management
An Introduction
Strategy
Processes
People
Systems
The way we think and plan
The way we operate
The way we lead
The way we interconnect
Business Transformation in Action

3. The project manager of today will take on
a wider function over and above the
management of a project as they become
more involved in the day to day running of
the business that will cover strategy,
marketing, customer management and
business as usual operations.
Aligning project delivery to the key
functions of a business will provide an
optimal and quality delivery of the agreed
product or service.
Having a good relationship with the
functional managers across the business
leads to a committed buy-in and synergy
to deliver fast to market solutions and
products in line with the agreed cost,
scope, time and quality baselines.
An Introduction
Strategy
Analysis
Plan
Action
Results
Customer
Sales
Marketing
Face to
face
Future
Planning
Marketing
Product
Price
Promotion
Place
Business
as Usual
Finance
Operations
Process
HR
Key Functional Areas

4. Initiating Planning
Executing
and Control
Closing
To assist the project manager in the planning
and controlling of a project throughout the
project life cycle two professional project
management bodies have defined project
management process groups.
These two bodies are the Project Management
Institute, producing the PMBok Knowledge
Areas and the Association of Project
Management producing Prince2 providing a
structure known as Projects in a Controlled
Environment.
Although there are some variations on the
process groups for Prince2 and PMI, today most
project managers will incorporate both the
Prince2 and PMI best practices into a project
framework known as a blended approach.
This also assists in moving these processes into
an agile delivery approach.
Project Management Process Groups
The Process Groups
Controlled by
Starting and
initiating a project
Planning and
directing a project
Controlling Product
Delivery
Managing Stage
Boundaries
Closing a Project
Initiating
Planning
Executing
Monitoring and
Control
Closing a Project

5. Project Initiation kicks off the project and forms
the basis for the business case which is
produced to capture and record information
needed to correctly direct and manage the
project. This phase addresses the following
fundamental aspects of the project:
• What is the project aiming to achieve?
• What benefits and return on investment
will the product produce?
• What skills and suppliers are needed to
produce the agreed solution?
• What is the cost, scope, schedule and
quality requirements
• What is the budget?
The answer to these questions should be put
into a comprehensive business case that will
track the end to end project.
• Business Case
• Project Kick Off Presentation
• Kick Off Minutes
Checklist
• Finalise and obtain approval for the business case
• Prepare the project kick-off presentation
• Present to the business and project team
• Minute outcomes and note actions
• Register the project with either the PMO (if relevant)
or financial management
• Get sign off on the project budget and baseline
• Setup project governance and folder structure
• Move the project into a Go status.
Documentation
What is Project Initiation?
The Team
• Project Manager
• Project Sponsor
• Business Team
• Business Analyst
• Stakeholders
• PMO/Ops
Initiating Planning
Executing and
Control
Closing
A project initiation document may
need to be completed during this
phase however most of the
information can be added into the
business case

6. Project Planning defines the parameters of the
project and outlines the amount of detail that
will track the project throughout the project
lifecycle. The project manager will look at both
Prince2 and PMBok processes to include what
is believed to be the correct level of governance
and best practice that meets the complexity of
the project.
A project plan will be setup to manage the
scope, cost and schedule and dependencies and
resources aligned and agreed. This will lead to
the first baseline plan as the starting point for
the project as well as identify how and when
external suppliers will be required.
Supporting documentation for the project will
be defined and the overall project approach
and framework agreed with the team.
Checklist
What is Project Planning?
• Finalise and baseline the project plan
• Finalise the project framework and approach
• Finalise all agreed documentation
• Finalise any supplier contracts and deliverables
this could also include project staff.
• Finalise the project organogram and roles and
responsibilities
• Move all agreed templates into the project
folder
• The Project Plan (MS Project)
• The Project Approach
• Supporting documentation
• Supplier Contracts
• Project Manager
• Business Team
• Business Analysts
• Project Leads
• PMO/Ops
Initiating Planning
Executing and
Control
Closing
The Team
Documentation

7. Project Execution and Control is the longest
phase in the project and this is where the
project manager will ensure that the agreed
plan incorporating cost, schedule, time and
quality is being rolled out in line with the
agreed baseline
Strict control will also be conducted to manage
issues and risks as well as any unexpected
changes to the project that will require a
change management log to be updated on the
required changes and the impact into the
project.
Ongoing meetings reporting back on status will
be performed during this phase where
decisions, actions and concerns are noted and
tracked.
Checklist
What is Project Execution
and Control?
• Track and manage the baseline project plan
• Control change requests and exceptions
• Status Meetings and Steercoms confirmed
• Track and control issues and risks and update
the RAID log
• Monitor the budget
• Update all documentation as required
• Update the project workbook.
• Update the business case when relevant
• Compile PMO reports as required
• Project Plan
• Business Case
• Status Reports
• RAID Log
• Change Log and exception report
• Project Workbook
• Project Manager
• Business Team
• Business Analysts
• Project Leads
• Suppliers
• PMO/Ops
Initiating Planning
Executing and
Control
Closing
The Team
Documentation

8. Project Closing takes place once the full
project plan outlining all of the activities has
been successfully completed and shows a 100%
status.
During this phase the project manager should
proceed to finalising all administrative
procedures and releasing both the internal and
external resources. It is also beneficial to
update the lessons learnt log that can be used
as a benchmark going forward.
A project close out report will need to be
compiled and handed over to the project
sponsor or other allocated representatives .
Release management or production will be part
of the close out phase as this project will be
handed over to them to manage as a live
product or service.
Checklist
What is Project Closing?
• Ensure that all project tasks and activities have a
100% completion status
• Do close out report for the project sponsor and
nominated stakeholders
• Hold final review session with project team
• Update lessons learnt log and store to project
folder
• Close out all documentation and store
• Finalise financials and supplier contracts
• Release resources
• Hand over project to production/operations
• Project Manager
• Project Sponsor
• Business
• Business Analyst
• Project Leads
• Operations
Initiating Planning
Executing and
Control
Closing
The Team
• Final project plan
• Lessons Learnt log
• Close Out Report
Documentation

9. Supporting the project processes are the day to
day responsibilities that a project manager will
setup in order to ensure that all of the activities
that are required to be carried out by the
project team are clearly defined, and set out in
both the project plan as a task and within the
project resources plan as the responsibilities to
be conducted by the individual team members.
A process known as the Responsibility Matrix
will provide a clear structure on who owns and
drives the responsibility and it is recommended
that this is outlined and agreed by the team.
Once this has been completed the final step will
be to setup the project organogram outlining
the key roles and the allocated team members
Key Responsibilities
Establish RACI Parameters parameters
Update Project Plan
Finalise Matrix
Project Organogram
Role
Team
Role
Team
Role
Team

10. More and more today project managers are
expected to show a level of competency
associated with skills that will result in the
ability to manage a project with the correct
level of performance and leadership.
These are normally referred to as the ‘soft skills’
which can be broken down into two key areas:
Knowledge – What the project manager brings
to a project through their knowledge and
understanding
Skills/Behaviours – What project managers are
able to demonstrate in their ability to manage
projects
Developing skills and competencies comes with
experience with each and every project that is
delivered and will allow a project manager to
continue to grow and improve both as a leader
and a manager.
Skills and Competencies
Business Skills
• Strategy
• Marketing
• Process Management
• Business Relations
• Project Management
• Regulatory and Compliancy
Technical Skills
• Technical impact to solution
• Alignment to overall strategy
• Financial management of
technical solutions
• Technical expertise required
• Technical roadmap planning
Leadership Skills
• Team building
• Coaching and mentoring
• Driving performance
• Motivating and inspiring
• Change and transformation
• Continuous improvement
People Skills
• Influencing
• Conflict Management
• Negotiation
• Communication
• Collaboration and partnering
• Decision making
Knowledge Areas
Skills and Behaviours

11. I
n
f
l
u
e
n
c
e Interest
Internal
External
Shareholders
Professional
Bodies
Stakeholder Management
One of the important functions that a project
manager will conduct is to identify the
stakeholders that have a direct impact into the
project.
Putting together a Stakeholder Management
Plan will give the project manager the
appropriate tools to ensure the best way
forward to manage and communicate with all of
the stakeholders at the right time and in the
right way.
One of the key benefits of setting up the
stakeholder matrix and the stakeholder
management plan is that there is absolute
clarity around the stakeholders role and
responsibility throughout the project that will
help to reduce conflict between the project
management team and the stakeholders.
Identification of Stakeholders
Stakeholder Management Plan
Stakeholder Process
Stakeholder Impact Assessment

12. Successful
Teams
Committed
Driven to
succeed
Engaged
Recognised
Appreciated
Empowered
Request for
Proposal
Supplier
Scope of
Work
Approved
Project Skills
added to team
Performing alongside the project manager is the project
team who will work with the project manager to deliver
the identified business case as well as the baselined
project plans.
In the onset of the project the project manager will
define how the project team structure is to be setup
and this is largely dependent on what the current
functional business structure is. This can range from a
strong project matrix to a weak project matrix however
most companies that are involved in project
management work off a balanced project matrix which
allow the teams members to return to their business
units at the end of a project.
Where additional skills are required and not available
in-house requests for proposals will be sent to suppliers
to provide both costs and resources
Overall the project manager is responsible to ensure
that the project team is the right team with the right
focus and brings into the project the required attributes
and qualities to ensure that the project is delivered
successfully
The Project Team

13. Risk Management
As project managers implementing the process
of risk management is designed to reduce or
eliminate the risk of certain kinds of events
happening or having an impact on the business.
Exercising the project constraints of time,
scope, cost and quality and identifying the
perceived risks leads into a pragmatic approach
to analyse risks for the project.
During the project planning phase risk
management workshops should be setup with
the stakeholders as well as the project team
and stakeholders to allow them to provide
feedback and what they believe is the best way
to manage and mitigate the risks when and if
the risk results in an issue being raised.
One of the accepted practices for reporting
back on risks today is to setup a RAID forum
incorporating team members, stakeholders and
suppliers where relevant.
Analyse
Control
Report

14. Bringing in the Cloud
Project applications are moving into cloud
technology and this includes certain aspects of
project management. Cloud technology for
project management applications allow for
seamless communication and the ability to
track resources and tasks at any time and
wherever the project manager and project
team is located. Companies are investing in
cloud project management applications
because they realize that employees can be
more productive and get more work done when
they can access work information wherever
they are.
The key benefits of using cloud technology for
project management can be summed up as:
• Effective collaboration
• Real Time Monitoring
• Instant Communication
• Documentation management
• Task Tracking
• Issues and Risks

15. Project Management and
Operations
Project Management and day to day Business
Operations are very closely interlinked as the
operational processes that run the business will
feed into the project life cycle to provide a
systematic and controlled way to perform
certain areas within the project business case
to ensure that the targeting KPI’s are met.
The guiding success factor for any project is to
ensure that the operations team are included in
the delivery of the project, how the suppliers
are delivering against the agreed Scope of Work
Marketing
Finance
Product
Strategy
Change
Technical
Business
Operations
Unique defined
deliverable providing
a service or product

16. Project
Management
Development Launch
Compile Review Approve
The key role and responsibility of the project
manager is to deliver the product that was
outlined and approved in the business case. It is
important to remember that the product drives
the project and whether it is a tangible product
or an intangible product the process for
delivery will be governed by the project process
groups and methodologies and ultimately by
the project manager.
The products can be categorised into software
delivery , infrastructure, turnkey and marketing
campaigns which cover a multitude of
industries from banking, infrastructure,
software development, turnkey and service
improvement initiatives.
Project managers as a whole will specialize on a
project category where they will continue to
learn and provide the correct level of skill and
expertise that allows project management to be
the thriving and viable industry it is today with
room for growth and great career prospects
Delivering the Product
Product Management at a glance
Objective
Vision and
Concept
Market
Opportunities
Customer
Requirements
Business
Need

17. At the end of a project the project manager
should sit with the team and the stakeholders
and begin to evaluate the overall success of the
project.
Using both the approved and baselined
business case as well as the lessons learnt log a
close out report should be drawn up to clearly
outline both the successes as well as what can
be improved in projects to be managed and
delivered into the future.
The final action should be where a close out
meeting is held with the full team providing the
findings of the close out report and what steps
are in the place the action any shortcomings
that were found as a result of the feedback.
And then it is time to celebrate the end of the
project and to thanks the team for their hard
work and focus of getting the project out of the
door.
• Benefits outlined in business case were achieved
• The solution addressed the customer need
• The vison and the mission of the company is entrenched
into the marketplace
• The product will increase the business and technical
footprint across the market segments
• There will be usability of the product into future product
roadmap.
• As a project team there was great achievement and a
sense of a job well done.
Measuring project success