CPM THE ROLE OF THE PM

INTRODUCTION
PROJECT – a temporary endeavor undertaken to produce a unique product, service or
result (PMBOK Guide, Project Management Institute, 2008)
 Done only one time
 Definite starting and ending point
 A budget
 A clearly defined scope of work to be done
 A specific performance requirement
(FUNDAMENTALS OF PROJECT MANAGEMENT)

PROJECT MANAGEMENT – application of knowledge, skills, tools and techniques to

project activities to achieve project requirements (PMBOK Guide, 2008).

OVERVIEW

 The project manager plays a critical role in the leadership of a project team.
 The role of the project manager may vary from organization to organization.
 Project management is tailored to fit the organization.

WHAT IS THE ROLE OF THE PM

GENERAL RESPONSIBILITIES OF A PROJECT MANAGER:
1. Membership and roles – a large project may have more than 100 project
members led by a project manager. 
 Team members may fulfill different roles, which represents multiple business units
or groups within an organization. 
 The project members make up each leader’s team.
GENERAL RESPONSIBILITIES OF A PROJECT MANAGER:
2. Responsibility for team – the project manager is responsible for what the team
produce – the project outcome. 
 The PM needs to take a holistic view of the team’s products.
 It begins by reviewing the mission, vision and objectives of their respective
organizations.
 The PM establishes the interpretation of the mission, vision and objectives
involved in successfully completing their products. 
 The interpretation is used to communicate and motivate the team.
GENERAL RESPONSIBILITIES OF A PROJECT MANAGER:
  3. Knowledge and Skill – the project manager is not expected to perform every
role in the project, but should possess project management knowledge, technical
knowledge, understanding and experience. 
 The PM provides the project team with leadership planning, and coordination
through communications. 
 The PM provides written communications (e.g. documented plans and schedules)
and communicates in real time with the team using meetings and verbal and
nonverbal cues.

DEFINITION OF A PROJECT MANAGER

The role of a PM is distinct from that of a functional manager or operations manager. 

 Functional managers – focuses on providing management oversight of a
functional or business unit.
 Operations managers – are responsible for ensuring that business operations are
efficient.
 PROJECT MANAGER – is the person assigned by the performing organization to
lead the team that is responsible for achieving the project objectives
 The role of the PM is important and has a direct effect to the success or failure of
the project. As the PM is responsible for the project success and failure, it is
important for any PM to have certain skills to be able to guide the project.
 (The Project Management Role: Management or Managing?, W. Darkanzali,
2013)

PROJECT SPECIFIC DUTIES

PLANNING – achieving a certain goal by creating a roadmap beforehand
ORGANIZING – giving a structure to the project team, through assigning roles to team
members with targets to be achieved
LEADING – the PM leads the project team, to meet the project’s objectives and
stakeholder’s expectations (PMBOK 6th Edition). This responsibility includes
coordination, meeting the deadlines, decision making, knowledge management, and
interpersonal skills.
MONITORING – which is done through 3 steps:
 Measure – progress
 Evaluate – causes of deviation
 Correct – appropriate correction
 Knowing where you are is done by monitoring progress. 
 An assessment of quantity and quality of work is made using whatever tools is
available for the kind of work being done. 
 The result of this assessment is compared to the planned level of work. Naturally
small deviations are always present, something will be done to bring progress
back in line with the plan (J. Heagney, 2012).
  COMMUNICATING – 90% of PM’s time is spent on communication ( Bodepudi,
2018). 
 The PM performs communication roles between the project sponsor, team
members, and other stake holders. This includes providing direction and
presenting the vision of success for the project. 
 MANAGING RISK – through analyzing the projects and defining negative risks
and their impact.

PROJECT MANAGEMENT SKILLS

TECHNICAL PROJECT MANAGEMENT KEY SKILLS:
 Focus on the critical technical project management elements for each project
managed. This focus is as simple as having the right artifacts readily available,
such as:
- Critical success factors for the project
- Schedule
  - Selected financial reports
- Issue log
TECHNICAL PROJECT MANAGEMENT KEY SKILLS:
 Tailor both traditional and agile tools, techniques, and methods for each project
 Make time to plan thoroughly and prioritize diligently
 Manage project elements, including, but not limited to schedule, cost, resources
and risks
 PROJECT MANAGEMENT TECHNIQUES
 WORK BREAKDOWN STRUCTURE
 The WBS breaks down a project down into manageable pieces, or items, to help
ensure that all of the work elements needed to complete the project work scope
are identified.

2. THE RESPONSIBILITY MATRIX

 A project chart that specifies roles and role owners for a given project in order to
achieve tasks that are in the WBS. 
 To show who is responsible for each work item a Y is usually used.
 Even when an individual has more than one responsibility it will be clearly
indicated on the Responsibility Matrix. 
3. NETWORK PLAN
 Network planning is required when a project has many interrelated activities for it
helps to effectively plan tasks, schedule, and control projects. 
  Three techniques are employed:
1. Project Evaluation and Review Technique (PERT)
2. Critical Path Method (CPM)
3. The Gantt Chart
4. NETWORK DIAGRAMS
 This defines the sequencing needed in project planning for easy implementation. 
 A network is a diagram which shows the dependencies between the activities in
the project.
 It is used to schedule these activities and plan the optimum use of resources.
4. NETWORK DIAGRAMS
 Two methods:
1. Activity in a Box (AIB) – the activity is written in the box
2. Activity on the Arrow (AOA) – an arrow will represent an activity while the
activity description is indicated just above the arrow.
5. ESTIMATION OF ACTIVITY DURATION
 Failure to make proper estimations has been one of the reasons why projects fail
to be completed in time.
 The first stage in making a project schedule is to make an estimation of how long
each activity will take, from the time it starts, until the time it is finished.
 Any associated time and the time required to execute the work makes up the total
time the activity takes to be completed.
 ESTIMATION OF ACTIVITY DURATION

Factors in Estimation of Activity Duration:

5.1. Project Start and Finish Times
5.2. Earliest Start Time (ES)
5.3. Earliest Finish Time (EF)
EF = ES + Duration Estimate
5.4. Latest Finish Time (LF)
5. ESTIMATION OF ACTIVITY DURATION
Factors in Estimation of Activity Duration:
5.5. Latest Start Time 
 LS = LF – Duration Estimate
5.6. Total Slack
Total Slack = LF – EF or
Total Slack =  LS – ES
5.7. Critical Path

PROJECT COST MANAGEMENT

Project cost management involves estimating the cost of resources, including people,
equipment, materials, and such things as travel and other support details. After this is
done, costs are budgeted and tracked to keep the project within the budget.
The Project Cost Management processes are:
 Plan Cost Management – the process of defining how the project costs will be
estimated, budgeted, managed, monitored and controlled.
 Estimate Costs – The process of developing an approximation of the monetary
resources needed to complete a project work.
 Determine Budget – the process of aggregating the estimated costs of individual
activities or work packages to establish an authorized cost baseline.
 The Project Cost Management processes are:
 Control Costs – the process of monitoring the status of the project costs and
manage changes to the cost baseline.
 The Project Cost Management processes are presented as discreet practices
with defined interfaces, while in practice, they overlap and interact in ways that
cannot be completely detailed.

QUALITY MANAGEMENT
Project Quality Management includes the processes for incorporating the organization’s
quality policy regarding planning, managing, and controlling project and product quality
requirements in order to meet stakeholders’ objectives. 
 One cause of project failure is that quality is overlooked or sacrificed so that a
tight deadline can be met. 
 Project Quality Management includes both quality assurance (planning to meet
quality requirements) and quality control (steps taken to monitor results to see if
they conform to requirements).
The Project Quality Management processes are:
 1. Plan Quality Management – the process of identifying quality requirements
and/or standards for the project and its deliverables, and documenting how the
project will demonstrate compliance with quality requirements and/or standards.
2. Manage Quality – the process of translating quality management plan into
executable quality activities that incorporate the organization’s quality policies into
the project.
3. The Project Quality Management processes are:
4. 3. Control Quality – the process of monitoring  and recording the results of
executing the quality management activities to assess performance and ensure
the project outputs are complete, correct and meet customer expectations.

RESOURCE MANAGEMENT
Project Resource Management includes the processes to identify, acquire, and to
manage the resources needed for the successful completion of the project. These
processes help ensure that the right resources will be available to the PM and project
team at the right time and place.
The Project Resource Management processes are:
1. Plan Resource Management – the process of defining how to estimate, acquire,
manage, and how to utilize physical and team resources.
2. Estimate Activity Resources – the process of estimating team resources and
the type and quantities of material, equipment, and supplies necessary to perform
project work.
3. The Project Resource Management processes are:
4. 3. Acquire Resources – the process of acquiring team members,
facilities, equipment, materials, supplies, and other resources
necessary to complete project work.
5. 4. Develop Team – the process of improving competencies, team
member interaction, and the overall team environment, to enhance
project performance.
The Project Resource Management processes are:
5. Manage Team – the process of tracking team member performance, providing
feedback, resolving issues, and managing team changes to optimize project
performance.
6. Control Resources – the process of ensuring that the physical resources
assigned and allocated to the project are available as planned, as well as
monitoring the planned versus the actual use of resources, and performing
corrective action as necessary.
Types of Resources:
1. Physical Resources – include equipment, materials, facilities, and infrastructure.
 2. Human Resources – team resources or personnel. Involves people needed to do
the job, defining their roles, responsibilities, and reporting relationships, acquiring
those people and managing them as the project is executed.

COMMUNICATION MANAGEMENT
Project Communications Management includes the process necessary to ensure that
the information needs of the project and its shareholders are met.
 It involves planning, executing, and controlling the acquisition and dissemination
of all information relevant to the needs of all project stakeholders.
 This information might include project status, accomplishments, and events that
may affect other stakeholders or projects.
Project Communications Management consists of two parts. These are:
1. Developing a strategy to ensure communication is effective for stakeholders.
2. Carrying out the activities necessary to implement the communication strategy.
The Project Communications Management processes are:
1. Plans Communications Management – the process of developing an
appropriate approach and plan for project communications activities based on the
information needs of each stakeholder or group, available organizations assets,
and the needs of the project.
The Project Communications Management processes are:
2. Manage Communications – the process of ensuring timely and appropriate
collection, creation, distribution, storage, retrieval, management, monitoring, and
the ultimate disposition of project information.
3. Monitor Communications – the process of ensuring the information needs of
the project and its stakeholders are met.

RISK MANAGEMENT
Project Risk Management includes the processes of conducting risk management
planning, identification, analysis, response planning, response implementation, and
monitoring risk on a project.
 It’s a systematic process of identifying, quantifying, analyzing, and responding to
a project risk. 
 It includes maximizing the probability and consequences of positive events and
minimizing the possibility and consequences of adverse events to project
objectives.
Objectives of Project Risk Management:
1. To increase the probability and/or impact of positive risks.
 2. To decrease the probability and/or impact of negative risks, in order to optimize
the chances of project success.
The Project Risk Management processes are:
1. Plan Risk Management – the process of defining how to conduct risk
management activities for a project.
2. Identify Risks – the process of identifying individual project risks as well as
sources of overall project risk, and documenting their characteristics
The Project Risk Management processes are:
3. Perform Qualitative Risk Analysis – the process of prioritizing individual project
risks for further analysis or action by assessing their probability of occurrence
and impact as well as other characteristics.
4. Perform Quantitative Risk Analysis – the process of numerically analyzing the
combined effect of identified individual project risks and other sources of
uncertainty on overall project activities.
The Project Risk Management processes are:
3. Perform Qualitative Risk Analysis – the process of prioritizing individual project
risks for further analysis or action by assessing their probability of occurrence
and impact as well as other characteristics.
4. Perform Quantitative Risk Analysis – the process of numerically analyzing the
combined effect of identified individual project risks and other sources of
uncertainty on overall project activities.
The Project Risk Management processes are:
5. Plan Risk Responses – the process of developing options, selecting strategies,
and agreeing on actions to address overall project risk exposure, as well as to
treat individual project risks.
6. Implement Risk Responses – the process if implementing agreed-upon risk
response plans.
The Project Risk Management processes are:
7. Monitor Risks – the process of monitoring the implementation of agreed-upon
risk response plans, tracking identified risks, identifying and analyzing new risks,
and evaluating risk process effectiveness throughout the project.
KEY COMPETENCIES OF A PROJECT MANAGER
INTRODUCTION
• Project Manager are important for success of the project. PERIOD!
• You have a bad project manager, you are looking for a failure of the project, a disaster
waiting to happen. Don’t ever start a project without a project manager. You just wasted
your money and time if you don’t hire one from the very beginning.
• Real Project Manager leave their ego at the gate of their house, they must not be
emotional, PM focus on the work...personality is very important.
• Always study, always read for new technologies and technique, be strong in your
decision, this is not for the weak heart, in project we don’t call problem as problems we
just call them issues & concern...be a PROJECT MANAGER!

1. Project Manager must have the Knowledge - refers to what the project manager
knows about the project and its management.
Knowledge area has three pillars
1st Pillar general management skills (such as leadership, negotiation, communication,
team building and other human resource management skills.
2nd Pillar knowledge in tools such as project scope management, project time
management and project cost management
3rd Pillar contains industry specific management knowledge such as lifecycle
management and product development methodologies

2. Performance of the Project Manager - refers to what the project manager is able to
do or accomplish, while applying his or her project management knowledge.
Includes track record, hours of project management exposure, size and complexity of
project managed and independent references. Years of experience do not always mean
good competency ratings.
3. Personality of the Project Manager- refers to how project manager behaves when
managing project or related activity. The personality area, the most important one has
two pillars
1st Pillar personality characteristics – can do attitude, confidence, enthusiasm, open
mindedness, adaptability and personal integrity
2nd Pillar contains people management skills, ability to communicate, ability of
motivation, ability to influence & political sensitivity
The Personal competencies are broken up into 6
areas (PMI 2002, p3)
• Achievement & action
• Helping & human service
• Impact & influence
• Managerial
• Cognitive
• Personal effectiveness

OVERVIEW
• Recent PMI studies applied the Project Manager Competency Development (PMCD)
Framework to the skills needed by project managers through the use of the PMI Talent
Triangle shown. The talent triangle focuses on three key skills sets:
TECHNICAL PROJECT MANAGEMENT
The knowledge skills, and behaviors related to specific domains of project,
program, and portfolio management. The technical aspects of performing one’s
role
According to research, the top project managers consistently demonstrated several key
skills including, but not limited to, the ability to:
• Focus on the critical technical project management elements for each project they
manage. This focus is as simple as having the right artifacts readily available. The list
were the following
• Critical success factors for the project,
• Schedule,
• Selected financial reports, and
• Issue log.

• Tailor both traditional and agile tools, techniques, and methods for each projects.
• Make time to plan thoroughly and prioritize diligently
• Manage project elements, including, but not limited to schedule, cost, resources, and
risks.
STRATEGIC AND BUSINESS MANAGEMENT
The knowledge of and expertise in the industry and organization that enhanced
performance and better delivers business outcomes.
Project managers should be knowledgeable enough about the
business to be able to:
• Explain to others the essential business aspects of a project;
• Work with the project sponsor, team, and subject matter
experts to develop an appropriate project delivery strategy;
and
• Implement that strategy in a way that maximizes the business
value of the project.
At a minimum, the project manager should be knowledgeable
enough to explain to others the following aspects of the
organization:
• Strategy;
• Mission;
• Goals and objectives;
• Products and services;
• Operations (e.g., location, type, technology);
• The market and the market condition, such as customers,

state of the market (i.e., growing or shrinking), and time-to-

market factors, etc.; and

• Competition (e.g., what, who, position in the market place)

The project manager should apply the following knowledge the information about the
organization to the project to ensure alignment:
• Strategy,
• Mission,
• Goals and Objectives,
• Priority,
• Tactics, and
• Products or services (e.g., deliverables).

Strategic and business skills help the project manager to determine

which business factors should be considered for their projects. The
project manager determines how these business and strategic factors
could affect the project while understanding the interrelationship
between the project and the organization. These factors include but are
not limited to:
• Risk and issues,
• Financial implications,
• Cost versus benefits analysis
• Business value,
• Benefits realization expectations and strategies, and
• Scope, budget, schedule, and quality

LEADERSHIP
The knowledge skills, and behaviors needed to guide, motivate, and direct a
team, to help an organization achieve its business outcomes.
QUALITIES OF A LEADER
Research shows that the qualities and skills of a

leader include but not limited to:

• Being a visionary
• Being optimistic and positive
• Being collaborative
• Managing relationships and conflict by:
• Communicating by
• Being respectful, courteous, friendly, kind,
honest, trustworthy, loyal, and ethical;
• Exhibiting integrity and being culturally
sensitive courageous, a problem solver, and
decisive;
• Giving credit to others where due;
• Being a life-long learner who is result- and
action-oriented;
CONCLUSION
Competencies of a Project Manager (McNamara 2003)
• For specific project, it is best to determine the best mix of knowledge,
experience and personality in order for customer, client developer will
minimize project failures and have good ROI.
• Different role will require different competencies.
• Since the project is characterized by change, responsibilities- knowledge &
skill levels transform continuously.
• Key Competencies should therefore be flexible, adaptive in different
situation.
• Good project managers have the ability of a passionate diplomat, the
disciplinarian authority of an army general, and understanding of a good
parent.

BENEFITS OF PROJECT MANAGEMENT

What is Project Management?
Project Management is the application of
 Knowledge
 Skills,
 Tools
 And techniques
To project activities to meet the project requirements.
FIVE PROCESS GROUPS

Project management is accomplished through the appropriate application and

integration of the 47 logically grouped project management processes, which are
categorized into five Process Groups. These five Process Groups are:
1. Initiating,
2. Planning,
3. Executing,
4. Monitoring and controlling, and
5. Closing.

As such, we will later define each process groups to give us an overview on how project
management occurs.

5 Process Groups

As can be seen in the figure, process groups are activities that overlappingly occur
through the project’s lifetime – they are rarely discrete one-time events. 
This method is called fast-tracking. It means accomplishing various tasks in a
project at the same time rather than doing ever task one by one. 

Definition of initiating Process Group

 These processes that pertain to the delineation of a new project, and the
attainment of the authorization to start the project.
 Some examples would be the establishment of an initial scope, identification of
the stakeholders, and assignment of the project manager.
Benefit of Initiating Process Group
  The purpose of this process group is the alignment of the purpose of the
project with the expectations of the stakeholders. In doing so, members of the
project, and stakeholders, have a grasp of the success criteria of the project. This
reduces the overhead of involvement, and improves deliverable acceptance which
increases customer, and stakeholder satisfaction.

Definition of Planning Process Group

The planning process groups are processes that correspond to the establishment of the
total scope of the project, the refinement of the objectives, and the formulation of a plan
towards achieving said objectives.

This entails the development of the project management plan, and the project document
that will be used to execute the project. The two said documents handles the scope,
time, cost, quality, communications, human resources, risk, and procurements, and
stakeholder engagement.

Benefit of Planning Process Group

 In doing this process, the strategy and tactics to be done to achieve the project
objectives are outlined clearly. This eases the difficulty in achieving
stakeholder’s buy-in and engagement. 

Definition of Executing Process Group

The executing process groups are the processes that aim to complete the assignments
indicated in the project management plan such that the specification of the project
satisfied
This handles the coordination of members and resources, management of stakeholders,
and the enactment of the activities in accord with the project management plan.

Benefit of Executing Process Group

 With a successful executing process group, proper management of the project
work is done, and stakeholder’s support is increased and their resistance
minimized.

Definition of Monitoring and Controlling Process Group

This process group pertain to the tracking, regulating and reviewing the progress and
the performance of the project.
For example, the identification of areas in the plan in need of revision, and the initiation
of the corresponding changes is part of this process group.

Benefit of Closing Process Group

 Doing such processes allows the formal closure of the project, and the release
of organizational resources fit for the fulfillment of new endeavors. 
SUMMARY OF BENEFITS
GENERAL/BASIC

-It has a single point of responsibility 

-Project fast tracking results

-It creates better project estimating and cost control

-It provides client and project sponsor-focused

-It creates effective project monitor and control

INITIATING

-It aligns the purpose of the project with the expectations of the stakeholders 

PLANNING

-The strategy and tactics to be done are outlined clearly

-Eases the difficulty in achieving stakeholder’s buy-in and engagement

EXECUTING

-Proper management of the project work is done

-Stakeholder’s support is increased and their resistance minimized

MONITORING & CONTROLLING

-Timely identification of variance from the project plan, and prompt development of
plans

CLOSINGAllows the formal closure of the project, and the release of organizational
resources fit for the fulfillment of new endeavors