Page 230 - Global Project Management Handbook

MANAGING PROJECT MANAGEMENT PERSONNEL 11-5

TABLE 11.1 Part of the Role Description “Project Manager”
Objectives
• Representation of the project interests
• Contribution to the realization of the project objectives and to the optimization of the
business case
• Leading the project team and the project contributors
• Representation of the project towards relevant environments
Organizational position
• Member of the project team
• Reports to the project owner team
Tasks
During the project assignment process
• Defining the project assignment together with project owner team
• Nominating the project team members
During the project start process
• Know-how transfer from the preproject phase into the project
• Development of adequate project plans
• Design of an adequate project organization
• Performance of risk management
• Design of project context relations
• etc.
During the project control process
• Determination of the project status
• Redefinition of project objectives
• Development of project progress reports
• etc.
During the resolution of a project discontinuity
• Analysis of the situation and definition of ad hoc measures
• Development of project scenarios
• Definition of strategies and further measures
• Communication of the project discontinuity to relevant project environments
• etc.

During the project close-down process
• Coordination of the final contents work
• Transfer of know-how into the base organization
• Dissolution of project environment relations
• etc.

Project Management Career Path to Further Develop Competencies

A career traditionally means climbing up the ladder within a particular organization or
across organizations. Thus, traditionally, the way to measure up is by the number of people
managed and the budget of the individual’s department. However, project-oriented com-
panies are different from classic companies. The application of projects allows them to
become more flat, and therefore, hierarchical climbing up the ladder is not feasible. More
modern concepts not only concentrate on vertical hierarchical career movements but also
consider horizontal and centripetal career movements that are applicable for flat organi-
zations (Schein, 1978). An example of centripetal movement, which is a move toward the