Roles and Responsibilities of the Project Manager

The project manager is one of the keys to project success. His abilities can lead a team to success on a path that avoids or mini­mizes performance anomalies. The following are among a project manager’s responsibilities:

• supervising the preparation and project plans;

• defining the relations between the different parties involved in the project’s execution;

• taking all actions and steps necessary for obtaining project resources;

• organizing supervising and coordinating work between departments;

• following up project activities, and taking appropriate interim decisions to re-form pathways of execution;

• monitoring costs, and making decisions to ensure they match plan costs;

• taking action to ensure the cash flows to and from the project in benefit toward the project;

• ensuring that the professional competence of subcon­tractors meets the required level, and following up their work;

• preserving the rights of the company, as set out in the contract, and overseeing the administration of the contract;

• sending on the project deliverables in a timely manner and reviewing customer claims (often a source of the truest and most objective judgment of the degree of the project’s success);

• establishing a linked system of reports that coordinates the project internally with its functional departments and externally with the project’s owners, consultants, local authorities, sub-contractors and suppliers;

• attending the meetings of the project at a strategic level, in general (including executive-level meetings);

• developing a policy to encourage employee initiative within the project;

• testing assistants and subordinates as part of discharg­ing the responsibility for achieving the project plan in

Figure 5.3 Effects of clarity and cloudy for objective, vision and mission to the project team.

terms of time, cost, and quality, and making all other decisions required for completing the project that do not violate existing company policy or practice at Head Office (not to mention governmental statutes and regulations);

• ensuring good onsite management of the project (administration, subsistence, regulating traffic, and securing the site and its employees against risks, etc.

In the case of a non-resident manager, regular visits have to be carried out. In the manager’s absence oth­erwise, a second-in-command must be available to take charge and maintain everything according to the regular manager’s norms);

• ensuring that equipment works and materials are in compliance with specifications.

The project manager is "the conductor of the band." Failure on the project manager’s part to lead execution of the tasks at hand properly will produce a result unsatisfactory to the client. He or she is, and will be held, responsible for clarifying the objectives and requirements of the project before and during its execution.

The following figure illustrates the usefulness of consensus group work, setting goals as the business runs smoothly for the project as a whole. The second figure illustrates what happens with non-compliance and a lack of clarity. Time will be wasted, and that would result in increased costs.