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Project manager

Escrito a partir de fontes publicadas

The person accountable for a piece of work arriving: on the agreed scope, inside the agreed time, at the agreed cost. On a technology delivery the role sits between the customer who bought an outcome and the engineers producing it, and its material is dependencies, sequence and the truth about progress.

Como é o dia

  • Holding the plan, and revising it the moment reality disagrees rather than at the next reporting date.
  • Chasing dependencies, most of which belong to people outside the project and inside somebody else's priorities.
  • Running the governance: status, risk log, change control, and the decisions that need a name attached.
  • Escalating early, which is the difference between a recoverable slip and a lost project.
  • Protecting the engineers from the meetings that produce nothing, and attending those meetings instead.

Pelo que responde

  • Scope, schedule and cost, and the trade between them being made deliberately.
  • Status reporting that reflects the project rather than the audience.
  • Risks named while there is still time to act on them.

Como é medido

  • Delivery against the baseline, and margin on the engagement.
  • Change requests handled without the project losing its shape.
  • Customer satisfaction at handover.

De quem recebe

Pre-sales and the account team
The statement of work, and whatever was promised in the room.
The delivery engineers
What is actually happening, at whatever candour the culture allows.
The customer
Access, windows, decisions, and the changes they have decided they also want.

A quem serve

The customer
One person accountable for the whole, so that they deal with a project rather than with a set of engineers.
The engineers
A sequence that makes sense, and cover when the plan needs to change.
The delivering organisation
A project whose margin survives its own scope.

Quem mais tem interesse

  • The customer's own project office, whose governance the engagement has to satisfy.
  • Finance on both sides, since schedule and cost are the same conversation.
  • The operations team who will inherit whatever is delivered.

O que exige

  • Enough technical understanding to know when an estimate is optimistic.
  • The nerve to report a slip on the day it becomes visible.
  • Organisation held lightly, since a plan defended past its usefulness becomes the problem.
  • Diplomacy across two organisations with different incentives and one shared deadline.

Do que o trabalho depende

Status reporting is where this role is decided. A project manager who reports the schedule the customer wants to hear buys three comfortable weeks and pays for them at the end, in a conversation nobody can prepare for; one who reports a slip the day it appears spends an uncomfortable hour and keeps the options open. Everything else in the role is technique, and this is the part that decides whether the technique matters.

As fontes publicadas

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O trabalho em si

A Prática cobre como este trabalho é feito — triagem, escalação, evidência, passagem de bastão — em todo o corpus.

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