2.1 Structure A – Functionally Managed:

The project is divided into segments and assigned to relevant functional areas and or groups within functional areas. The project is coordinated by functional and upper levels of management. However, basically there is no project management as such, though an expeditor may be appointed to improve communication.

2.2 Structure B – A Weak Matrix:

A project manager with limited authority is designated to coordinate the project across different functional areas and or groups. The functional managers retain responsibility and authority for their specific segments of the project. The project manager tries to control cost and time.

2.3 Structure C – A Balanced Matrix:

A project manager is assigned to oversee the project and shares the responsibility and authority for completing the project with the functional managers. Project and functional managers jointly direct many workflow segments and jointly approve many decisions.

This is probably the most difficult arrangement (but very common in business) in which to exist.

2.4 Structure D – A Strong Matrix:

A project manager is assigned to oversee the project and has primary responsibility and authority to direct and complete the project. Functional managers assign personnel as needed to a co‐located team and provide technical expertise. This is commonly referred to as a ‘task force’ but is still strictly a matrix. This structure is the recommended and preferred option for serious project management.

2.5 Structure E – A Task Force:

A project manager or project director has sole responsibility. They are put in command of a project team composed of a core group of personnel from several functional areas and or groups, assigned on a full‐time basis. The functional managers have no formal involvement. This structure is usually used for mega projects, and the project manager or director will probably divide their responsibilities amongst a hierarchy of project managers with different levels of experience.

2.6 Sub‐structures:

There are similar choices at the lower hierarchial level of project management. The project engineering function can be organized in a weak functional matrix with the project engineers coordinating across the design discipline groups. Alternately, the project engineers can be organized as a strong matrix in charge of a group of design disciplines for their individual parts of the project. In some cases a separate technical task force might be set up for a stand alone (a complex equipment package) part of the project.

2.7

The project manager does not manage alone. There are at least four distinct functions to be performed in each of the organization options:

1. The user or originator of the project
2. The client/owner or sponsor of the project
3. The project manager acting in one of the contracting roles above
4. The project team

Problems occur if any one of these functions is missing or merged.

2.8

The project management function can sometimes be expanded with additional roles, such as a deputy project manager, an assistant project manager, and a champion.

2.9

For joint associations/venture projects and projects with significant political stakeholders (internal projects and some public sector projects) the project manager should create a project board or steering committee to act as the client.

Make sure the most anti‐political manager (or organization representative) is on the board in order to defuse their antagonism.

3.1

The responsibilities of a project manager can be summarized in the following reasons for having a project manager. They are to:

1. Centralize in one person, who has no other duties, all the responsibilities for a project. The cost of project failure can be huge. The cost of a full‐time project manager is relatively little. So, why compromise the project management function? Nevertheless, a project manager may be responsible for two or three small projects – one starting, one established, and one finishing.
2. Set realistic goals for the project for all participating groups, considering the resources that each can bring to bear.
3. Make decisions on the project quickly enough to meet its needs and benefit it as a whole, not just a portion.
4. Provide a means of anticipating the problems during the course of the project.
5. Give one person the responsibility of quickly developing solutions to problems so that the project will stay on target for programme time and budgeted cost.
6. Consider the ethical view of the project and have sufficient knowledge of ethics and the law to be able to communicate the issues, setting an example through integrity and honesty and projecting the reputation of the business.

3.2

These responsibilities require the project manager to be orientated through 360 degrees, in different directions and different roles.

1. Up and Down. Reporting to senior management and managing the team.
2. Internally and Externally. Working within the organization and managing the project participants. Interfacing with the client, contractors, and suppliers and other stakeholders.
3. Backwards and Forwards. Controlling and measuring what has been completed and planning the next period's work.
4. Sideways left and Sideways right. Interacting with functional managers and observing how other projects might affect their project.
5. Present and Future. Acting as a spokesperson for the project and anticipating how the finished project will impact the organization or environment.
6. Take a Short Term View but Little Long Term Perspective. Project managers are really only interested in completing their own project. However, they will have to work with some of the same people again in their own organization and the client's. The difference with the client project manager is that they take a longer‐term view. They are interested in satisfying the business case and delivering the benefits of the project.

4.1 Leadership:

1. Flexibility
2. Delegation
3. Resolving conflicts
4. Team building

4.2 Interpersonal Skills:

1. Communication
2. Persuasion
3. Negotiation
4. Influencing

4.3 Problem Solving:

1. Analysis
2. Judgement
3. Decisiveness
4. Creativity

4.4 Personal Qualities:

1. Integrity
2. Self‐confidence
3. Tolerance of ambiguity
4. Political awareness
5. Helicopter perspective
6. Proactive working style
7. Determination

4.5 Leadership

Leadership is so important that it deserves to be highlighted more than once. See Part VI, Section B for the different leadership and motivation models as follows:

5.1 Ability to Persuade/Leadership:

1. Sponsor or client relations
   1. Think about an after‐sales service
   2. Keep the client off the project team's back
   3. Resolve language and communication barriers
2. Company and management relations
   1. Market the project internally
   2. Get resources
   3. Get management support
   4. Act as a change agent
3. Get people to work together
   1. Team building
   2. Act as a coach.
4. Create a good job climate
   1. Be effective
   2. Be enthusiastic and have fun
   3. Protect the team from blame; share the credit

5.2 Commercial business sense:

1. Get a good deal for their company
   1. Change order control
   2. Negotiate a favourable contact interpretation
   3. Get value for money from contractors and suppliers.
2. Get a good deal for the client or sponsor
   1. Manage suppliers and subcontractors
   2. Get good tender prices
   3. Ensure that work is done for a good price
   4. Watch back‐charges, return surpluses
   5. Judge impact of changes on cost and schedule
   6. Get value for money from the company

5.3 Ability to take helicopter view:

1. Don't get too involved in detail; delegate
2. Take action; be decisive
3. Monitor everything
   1. Create an early warning system
   2. Look ahead for potential problems
4. Be objective
5. Be clear thinking
6. Be unemotive

5.4 Problem spotting and solving ability:

(See Part VI, Sections J and K)

1. Spot problems early
2. Discuss and test alternative solutions
3. Choose a solution
4. Implement the solution
5. Check that it works

5.5 Some of the skills required of the project manager:

1. Motivational and interpersonal skills to lead and drive a team to achieve difficult targets
2. An aptitude to resolve conflicts at organizational interfaces through negotiation and diplomatic skills
3. Good communication and presentation skills
4. Good letter‐writing and report‐writing capability
5. A proficiency at project appraisal and financial techniques
6. Knowledge of the systems and techniques required for effective project control
7. A capability at planning and managing resources, time schedules, and budgets
8. A thorough knowledge of contracts and the contracting process and how to deal with subcontractors
9. Knowledge of the procurement process and how to negotiate with suppliers
10. An understanding of quality and safety programmes

6.1

The importance of the project manager cannot be overemphasized. They can be the reason for a client awarding a contract to their organization and making the difference between success and failure of a project.

6.2

My analogy for the role of the project manager is the conductor of an orchestra. They know musical theory (project management). They have played and even been skilled in one of the instruments (disciplines) and know something about the other instruments. They have studied the score (plan) and decided what emphasis (objective) to give each section (work package). They know when to bring in each group of instruments (functions) and have fun leading the orchestra (team). They create a successful end product, appreciated by their audience (users).

6.3

One could produce a list of the duties of a project manager, but then one would miss something. Consequently, the duties can best be summarized as doing everything and anything necessary to deliver the project scope, safely, on time, to budget, and to the appropriate quality standards, and to have a happy client.

6.4

With good relationships, the project manager's project management can flourish.

6.5

A final thought: project managers are judged on how they performed on their last project. Consequently, our careers depend on better project management, which starts with improvements to ourselves – the project manager. Keep your continuing professional development (CPD) records up to date.