Project Management Software

To a certain extent, project management responsibilities are largely the same whether you are managing a technology project or some other type of project. In a standard sense, all project managers are expected to create a workable plan and manage it to a successful conclusion. But, obviously, the details vary, and in especially software environment, many non-traditional project factors come into play.

To begin with, Software projects can vary greatly in size, substance and complexity, ranging from application development projects, to end-user training initiatives.  In addition, many "IT project managers" are first and foremost, technology professionals who find themselves in the position of managing projects. And, these projects are just another line item on a long to-do list that can include systems administration, end-user support and problem management.

As such, the Project manager may not be dedicated to a single project as in an otherwise traditional project management role.

Considering these issues, how can Project management roles and responsibilities be identified and assigned to ensure project success and workload balancing?

• Step 1:  Understand project needs.
• Step 2:  Acknowledge staff capabilities.
• Step 3:  Align needs & capabilities with responsibilities.

Step 1:  Understand project needs

In order to develop and define project management responsibilities designed to suit the needs of any given project, you must first have a good grasp on those needs.  This understanding must go beyond the specific technical elements of the project, and into the core issue of project management.... what will it take to drive the project to success?  To that end, as you define project management responsibilities, and in turn, look to find the right person to fit this project management role, you should consider the following questions....

Is there a customer? Strange as it may seem, not every Project will have a specific customer.  Ultimately, the business itself is the ultimate Project customer, but for certain technology projects, such as server or infrastructure upgrades, there may be no specific end-user group involved.  In these projects, end-user communications and relationship management skills may take a back seat to pure technical and time management skills, and therefore, project assignments can be made accordingly.

Are external consultants or vendors involved?  In this case, the internal Project manager may need to fill a liaison role, and communications and organizational responsibilities will become a primary factor in project success.

Step 2:  Acknowledge staff capabilities

As project management roles and responsibilities are assigned, internal capabilities must be considered to ensure that roles and responsibilities are realistic and that the desired results can actually be achieved. When determining project management responsibilities, the following issues must be considered....

• Skill levels: does any one individual have the necessary skills to carry off the project.  If not, can project management responsibilities be shared or allocated?
• Available time: considering other priorities and existing workload, can any one individual devote sufficient time to the project?  If not can the project scope be modified, or broken down into sub-projects assigned to different individuals?
• Available funding: do you have sufficient funding to outsource management of this project if skills and time are lacking?
• Priorities: can other projects or operational workload be balanced differently to allow for one individual to manage the project at hand?
• Authority: how much authority will the project manager need to get the job done, and is that level of authority organizationally feasible?  If not, what are the risks associated with a lack of authority and how can management responsibilities be assigned to compensate?

Step 3:  Align project needs and staff capabilities with project management responsibilities

Considering project needs and internal staff capabilities, you will then need to identify the project management responsibilities required to drive the project to success.....

A.  Technical Responsibilities:  Does the project manager have to have specific technical skills or expertise to manage this project?

B.  Planning Responsibilities:  What planning responsibilities will be required to manage this project?

• Identify technical requirements.
• Define scope, goals, and deliverables.
• Identify resource requirements.
• Select the project team.
• Estimate time, costs and schedules.
• Prepare and present the project plan.

C.  Execution Responsibilities:

What execution responsibilities will be required to manage this project?

• Hands-on technical contributions.
• Maintain and monitor the project plan.
• Approve, reject and apply change requests.
• Monitor and resolve open issues.
• Track project progress.
• Manage the project budget.
• Manage vendor and supply relationships.

D.  Communications Responsibilities:

Communications with the Project Customer (End-User):

• Does this project have a specific customer?
• What types of communications will be required?
• Interviews to obtain requirements.
• Negotiation of requirements, acceptance criteria, schedules and scope changes.
• Problems and issues communication.
• Status reporting.

Communications with the Project Sponsor / Management:

• What types of communications will be required?
• Negotiations for resources (staff and funding)
• Status reporting.
• Problem escalation.
• Coordination with a project steering committee.

E.  Staff Responsibilities:

What staff management responsibilities will be required?

• How large is the project team?
• Depending on the size and experience of the project team, what extent of staff management experience is required?
• Will all team members report directly to the project manager or to project team leaders?
• Will project team members continue to report directly to line managers during the term of the project?
• Will the project manager be responsible for evaluating staff performance?
• Will the project manager have the authority to remove or reassign project team members?

F.  Management Expertise:

Depending on the size, complexity and visibility of the project, should the project manager have extensive management experience, or can an inexperienced manager be assigned?

Concluding Note:

Within the Project environment, "project manager" may very well be a function more so than a title.  As such, there is no one way to fill the project managers role.  Project management responsibilities need to cover the basics in planning, execution and communication, but must also account for the variations in project requirements, and multi-dimensional facets of the IT operation itself.  When assigning project management responsibilities, these factors must be considered to ensure that all projects can be completed, while overall IT objectives are met.

Gautam Koppala,

POME Author

About the Author:
GAUTAM KOPPALA, With over   a decade, track record of successful leadership, excellent results through strategic skills in driving revenue and profit growth. Demonstrated ability to identify and trouble shoot critical issues impacting productivity, cost, distribution, marketing, Strategic positioning, sales and financial operations, with innate ability to build and maintain strong client relationships in operations. Expert in distilling and managing processes, enhancing internal structures, and promoting multi-skilled team competencies via nurturing mentorship and inspirational leadership. Engagements have spanned operational, strategic, technological and change management roles. Academically, I am a cum laude graduate with a Bachelor of Technology degree in Electrical and Electronics Engineering (B-Tech E.E.E.) and a post graduate in Masters in Human Resources Management (M.H.R.M.) and Masters of Foreign Trade (M.F.T.). As you will see my Post Graduation's were been studied part-time, as well as working full-time as an Engineer. I feel that this demonstrates my ability to maintain dedication, motivation and enthusiasm for a project management over a long period of time. In addition, balancing full-time work with study has perfected my time-management and organizational skills. I believe that my college degrees and gamut certifications in combination with my extensive broad-based work experience along with my drive, resourcefulness and determination, would make me an excellent candidate for a senior management position with any company. Highlights of my background include Operations related Commercial, Supply chain, Sales with a magnificent experience in Project management, technically oriented towards Automation and Security Systems in Industrial and Building sectors. Presently, writing a book on Projects and Operations Management (comprise of 12 volumes, 6K pages), and awaited for the reputed publications. These books can be checked in Google books and other search engines too.