What Does a Project Manager Do?

This discipline refers to taking charge of a project, or portfolio of projects, as it/they progress through the project lifecycle stages, managing every aspect required. It’s also worthwhile noting that the practice of project life cycle management also enhances business decision-making, especially in terms of drafting proposals and setting pricing, execution, project governance, and so on.

What is Project Governance?

This term is loosely defined as: the set of rules, procedures, and policies that regulate how projects are managed and supervised, which includes how project decision-making is conducted, not to mention how project success metrics are measured.

What is Systems Engineering?

This is an interdisciplinary field of engineering and engineering management that’s primarily concerned with designing, integrating, and managing complex systems over their life cycles, utilising the principles of systems thinking to organise this area of study. Project managers and systems engineers are known to share requirements management responsibility, and by working closely together they keep projects on track.

The Human Factor

The value of Behavioural Risk Management should never be underestimated in project management. By definition, it involves the identification, analysis, and management of risk factors in industrial and organisational psychology.
A project manager’s attitude toward themselves and their colleagues, as well as their ability at adaptation, in the face of challenges, are often the defining factors of successful professionals in that field. These individuals are highly sought after, and headhunted, as wise organisations realise that human resources are the backbone of successful projects. You’ll notice that these kinds of project life cycle managers are well-versed in conflict management and conflict resolution.

Project Life Cycle Phases

These high-level processes are the well-established cornerstones to delivering successful projects.

1. Initiation
This is where the project objective is determined, along with establishing if the project is in fact feasible. The key deliverables are identified. Feasibility studies may be undertaken; in other words, evaluating if the primary problem of the project would be solvable. The scope of the project is defined; which can also be understood as the breadth and depth of the work involved. At this stage, project stakeholders are recognised in terms of how they are affected, and what their needs are. A business case is developed, where the costs and rewards are quantified. A Statement of Work is drafted, which outlines the details of the project, and acts as an agreement between parties.

2. Planning
Here, larger tasks are broken down into smaller parts, with a schedule being drawn up, and the team is then devised. A project plan is created, which defines the timeline, phases, tasks to be performed, as well as potential limits imposed. Workflow diagrams are useful at this stage, with processes being defined as “swimlanes”, which serve to clarify team duties. A financial plan is drafted, which includes the project budget and Return on Investment (ROI). Risk assessment is carried out, to identify and attempt to mitigate any potential stumbling blocks. A kickoff meeting is scheduled to ensure the team is on the same page, before initiating the project.

3. Implementation
It’s essential for the project manager, at this time, to efficiently organise team members, adequately manage timelines, and make sure the work is kept on track, in accordance with the original plan. Here, tasks and workflows are imposed. A team briefing is duly carried out. Communication at this stage is make or break for the project, with management, stakeholders, and clients also requiring punctual updating of progress made. Work quality needs to be monitored, and the all-important budget managed, in line with the figures originally set in place.

4. Closure and/or Monitoring and Control
Final deliverables are now presented, project resources are released (i.e., the talent pool of human resources), and project success is determined. The project manager, importantly, needs to assess the strengths and weaknesses of the project. Here, they would usually analyse the performance of the project and team. Final reporting needs to be carried out to ensure nothing important was left out. Taking the time to conduct a post-mortem, more often than not, provides invaluable knowledge, which can be used to improve on the next project undertaken. Finally, the accounts are consolidated, where any unutilised resources are generally allocated to the next project. Monitoring and control could also be implemented at this stage, depending on project milestones and/or deliverables.