Page 369 - Global Project Management Handbook

18-10 MANAGEMENT OF THE PROJECT-ORIENTED COMPANY
18-10
MANAGEMENT OF THE PROJECT-ORIENTED COMPANY
TABLE 18.1 Description of the Role: Expert Pool Manager
Objectives
• Lead the expert pool members
• Assess the availability of resources for performing a project or a program (in the assignment
process)
• Provide qualified employees for the projects and programs
• Provide guidelines and standards for performing the business processes of the expert pool
• Knowledge management in the expert pool
Position in the organization
• Reports to the manager of the profit center the expert pool belongs to
• Manages various qualification groups in the expert pool: junior experts, experts, and senior experts
• Contributes to the process of assigning a project or a program, to the start process and to the close-
down process of a project or a program
Tasks
• Recruit and develop the expert pool personnel
• Dispose the expert pool personnel (into a project or a program)
• Develop and ensure know-how (methods, tools)
• Maintain a knowledge database with information regarding the business processes of the expert pool
• Obtain and provide the infrastructure necessary for performing the business processes of the
expert pool
• Develop and provide guidelines and standards for performing the business processes of the expert
pool
• Ensure compliance with the guidelines and standards for performing the business processes of the
expert pool (e.g., by means of exchange of experience, supervision, audits, etc.)
• Define ethical standards and ensure professional ethics
Nontasks
• Perform project-related work packages
• Project-related quality control of the performance of the work packages
Environment relationships
• Members of the expert pool
• Other expert pools, PM office
• Management, managers of the profit centers
• Projects and programs
• Customers, partners, and suppliers
Formal authority
• Decisions regarding the organization, infrastructure, and budget of the PM office
• Decisions regarding the recruitment and the development of personnel for the expert pool
• Decisions regarding the disposition of expert pool members into a project or a program
• Approval of guidelines and standards for performing business processes
• Initialization of supervision or audits regarding the business processes of the expert pool

coordination. The project portfolio group is authorized to take decisions and thus is not to
be considered a staff unit.
Although integrative structures, such as the management circle of a company, are fre-
quently not depicted in the organizational charts of organizations, their strategic significance
makes it advisable to depict the project portfolio group in the organizational chart. Members
of the project portfolio group should be managers of the project-oriented company with holis-
tic responsibility and strategic orientation. Typical members of the project portfolio group
are, for example, the heads of marketing, finance, IT, and organization. In medium-sized