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Project Manager : Project Manager Feb Mar 2013
38 Project Manager THE OFFICE MARTIN VAUGHAN Martin Vaughan (AIPM MPD) is the managing director of Core Consulting Group, a Melbourne-based consulting business specialising in planning/scheduling, estimating/cost management and PMOs. Wearing the teacher's hat Project managers and the PMO can play a pivotal role in educating the rest of the organisation in the principles of project management. A PREVIOUS PROJECT MANAGER ARTICLE on the role of the PMO with respect to professional development focused on project managers. is article will address a similar topic, but for the rest of the organisation. Educating senior managers about project management and project governance can be challenging for an organisation. Senior managers tend to have the following traits. • Many lack knowledge of project management or project gover nance. • Tey are incredibly busy, so often can’t attend scheduled training or spend time doing self- paced reading or training. • Tey are used to leading, not following. • Tey may be reluctant to admit they don’t know something. • Tey are generally highly intelligent people with vast business experience, so pick up on things faster than most. Role reversal Roles and responsibilities are interesting. Te project manager’s role is to deliver the project. It is the sponsor and business ow ner’s role to de ne the objectives, deliver the bene ts and contribute to decision-making with which the project manager is generally not involved. Project managers do, however, have a huge interest in ensuring the role of the sponsor and business ow ner are performed properly for the beneft of their project. is means the project manager has a training and education role, albeit a subtle one. Educating senior managers may mean leading them through the process, patiently explaining the steps. It could mean clarifying roles with them when establishing the project and ensuring they pick up their own role along the way. It could also mean deliberately pushing for decisions to be made, especially gate approvals, or reviewing their business-case document and even helping them with it. Similarly, the project manager will be dealing with various team leads and/or vendors to deliver parts of their projects. ese team leads and/or vendors will likely have varied knowledge and skills in project management. While it is not the project manager’s role to train them, any lack of knowledge or skill may afect delivery of the project. In some respects, this part of the overall project is a mini project and requires the team leads and/or vendors to know the basics of managing scope, time, risk, quality, people, communications and sometimes procurement. Internal education Ten there is the PMO. While we would like to think that the PMO is suitably skilled and experienced, often it is not. We have w ritten previously about young graduates and the pathways that exist to project management through support roles, such as the PMO. Project managers sometimes need to educate junior PMO staf about the realities of project management, including the comple xities of governance and stakeholder management. Managing cost, schedule and risk require specifc skills that can also be lacking in young PMO staf. THE PMO MANAGER SHOULD BE ABLE TO PROVIDE PROJECT MANAGERS WITH ADVICE AND EDUCATE THEM WHERE NECESSARY
Project Manager Dec Jan 2013
Project Manager Apr May 2013