About the role

The role of the Project Manager is to lead a single large standard project, or numbers of smaller standard projects and to take responsibility for the achievement of the agreed goals and objectives.

A Project Manager will use established processes. At times they will manage a sub-project as part of a large complex project or program under the guidance of a Senior Project Manager, Project Director or Program Manager.
job code

Professional capability in project management is displayed when the leader of the project delivers the results required by all stakeholders. This requires managing the many variables that occur, during the life of the project. The following responsibilities show the range of requirements the Project Manager needs to manage.
1. Project Integration Management
• Develop the Project Charter ensuring sponsor buy in and sign off.
• Ensure a project plan is prepared and maintained.
• Direct and manage project execution.
• Monitor and control project work.
• Manage all change requests and integrate approved ones into the project plan.
• Finalise all activities to formerly close the project or phase.
2. Project Scope Management
• Delivering the agreed outcomes required from the project.
• Conduct stakeholder analysis, define and manage customer expectations both stated and unstated.
• Liaise with the business units for project inputs and regularly report to the sponsor.
• Clarify details of contract and manage contract variations.
• Manage any changes to scope using an appropriate change process.
• Seek and manage opportunities to upsell.
• Ensure acceptance of project deliverables by stakeholder/customer/sponsor.
3. Project Time Management
• Achieve customer deadlines
• Use a formal process to estimate times for all activities, sequence them and then prepare the schedule.
• Control performance to meet the deliverables according to the schedule.
4. Project Cost Management
• Plan, allocate and manage budgets using appropriate company tools.
• Anticipate and give forewarning of any deviations from budget.
• Control the budget within the limits of the project tolerances approved by the project sponsor.
• Seek approval from the sponsor for any anticipated expenditure above the project budget.
5. Project Quality Management
• Establish and plan quality requirements with customer and manage project to ensure compliance.
• Employ effective corrective action techniques where required.
• Use project health checks, reviews, audits and customer satisfaction surveys as a way of objectively monitoring project performance and quality.
6. Project Human Resources Management
• Actively promote team effectiveness, morale, motivation and productivity.
• Ensure the team buys in to the goals of the project and they are willing to extend themselves to meet the objectives.
• Support competence development of team and of other staff (if applicable)
• Manage the interface between internal resouces and the customer.
7. Project Communications Management
• Actively manage stakeholders utilising appropriate techniques.
• Implement a project communication strategy to inform all stakeholders and provide regular reports.
• Provide market information as to future business opportunities (if applicable).
8. Project Risk Management
• Implement an effective risk management process for the project ensuring the team are fully engaged.
• Mitigate, deflect or avoid risk threats whilst seeking to maximise risk opportunities.
9. Project Procurement Management
• Generate procurement planning documentation for the project.
• Work within the procurement management processes defined for standard ordering and subcontracting.
• Manage third party suppliers as appropriate.
dimensions
Financial: Manging the finances of a project is of primary concern and an important part of the Project Manager’s responsibilities. The authority levels and tolerances should be as defined in the governance arrangements and approved in the project plan. Any expenditure above the agreed tolerance needs to be approved by the sponsor, or if responsible for a sub-project, the overall Project/Program Manager.
Staff: A Project Manager uses staff resources provided by the line organisation in a matrix management arrangement, as determined by the project plan. It is the responsibility of the Project Manager to ensure that the level of his/her’s authority regarding the resources is clearly defined and understood by all parties as part of the project governance.