A Guide to the

PROJECT MANAGEMENT
BODY OF KNOWLEDGE
(PMBOK ® GUIDE ) – Sixth edition

Chapter 3 – The role of the Project Manager

PMBOK is a registered mark of the Project Management Institute, Inc

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 Chapter 3 Learning Objectives

3.1 Define the role of the project manager in a project

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Chapter 3

Modules

3.1 Overview
3.2 Definition of a Project Manager
3.3 The Project Manager’s Sphere of Influence
3.4 Project Managers Competences
3.5 Performing Integration

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Module 3.1 Topics covered in this module

3.1 Overview

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3.1 Overview

 Throughout the project life cycle, project managers take an active role in
communicating and coordinating among the project team members and critical
stakeholders to increase the project success.
 Project managers can also take a key role during the development of business
documents and then transition into managing the project after gaining the approval
from the sponsor.
 Project managers can be assigned full or part time on a project with varying levels of
powers. Irrespective of the assigned formal power, project managers should take an
effective leadership role.
 An effective project manager must posses the skills and knowledge that are required to
manage the project team, stakeholders and to achieve the project objectives.

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3.2 Definition of a Project Manager

PROJECT MANAGER
* The person assigned by the performing organization to lead the team that is
responsible for achieving the project objectives.

FUNCTIONAL MANAGER OPERATIONS MANAGER

An operations manager is a senior role which

A functional manager is a person who has involves overseeing the production of goods and/or
management authority over an organizational unit— provision of services. It's the operations
such as a department—within a business, company, manager's job to make sure an organization is
or other organization. For example, finance manager, running as well as it possibly can, with a smooth
marketing manager, HR manager, etc. efficient service that meets the expectations and
needs of customers and clients.

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3.3 Project Manager’s sphere of influence

Overview
Project Team
Project manager plays a central role in managing a
project through effective coordination and
communication between project team, stakeholders,
sponsors and customers.

Project Sponsors & To achieve this, project managers should be good at soft
Stakeholders
Manager PMOs skills.

Soft skills include attitude, communication, creative

thinking, work ethic, teamwork, networking, decision
making, positivity, time management, motivation,
flexibility, problem-solving, critical thinking, and conflict
Customers resolution.

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3.3 Project Manager’s sphere of influence

THE PROJECT THE ORGANIZATION

Project manager needs to manage the Project managers should proactive engage
competing constraints of the project by with other project, program and functional
leading the project team and manage effective managers, to arrange the resources and
communication among the project sponsor, funding of the project and also ensure
team members and other stakeholders. strategic alignment of the project to
organizational goals.

THE INDUSTRY PROFESSIONAL AND ACROSS DISCIPLINES

Project manager is like an entrepreneur who A good project manager should always work
needs to be constantly updated with the towards professional development and sharing
current trends and practices of the industry the knowledge with the stakeholders not only
including market forces, competition, within the project management discipline but
standards, good practices, legal requirements, across the disciplines that are relevant to the
to name few. business.

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3.4 Project Manager Competences

THE PMI TALENT TRIANGLE

A recent PMI study focusing on the Project Manager

Competency Development Framework revealed that the
ideal project manager should have a good balance of
skills and knowledge on the following three areas.

1. Technical Project Management

2. Strategic and Business Management
3. Leadership

This is a clear evidence that technical project

management skill alone is not enough to manage the
project effectively.

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute Inc., 2017, Figure 3-2, Page 57.
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3.4 Technical Project Management Skills

Technical project management skills means the ability to prepare key artifacts. For
example:
a. Project critical success factors
b. Project schedule
c. Progress and performance reports
d. Conflicts and issues log
e. Project life cycle approach document
f. Baselines

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3.4 Strategic and Business Management Skills

 Technical project management skills focus on the project while strategic and business
management skills focus on the alignment of project to the organization.
 Strategic alignment, cost benefit analysis, needs assessment, business case, project
benefits management plan are all part of strategic and business management.
 To ensure project contributes to the business value, the project manager needs to
understand the context of the project with respects to its strategy, vision, mission,
priorities, goals, tactics, strength, weaknesses, opportunities, threats, and risks to
name few.
 SWOT analysis, HOSHIN planning, Balanced Scorecards are some of the popular tools
used in this area.
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3.4 Leadership Skills

An effective leader is a person who does the following:

1. Creates an inspiring vision of the future.
2. Motivates and inspires people to engage with that vision.
3. Manages delivery of the vision.
4. Coaches and builds a team, so that it is more effective at achieving the vision.

Whether or not leadership itself can be taught, there is no question that there are a
number of core skills that most good leaders have. These skills can be learned like any
others.
5. People Management
6. Strategic Thinking
7. Planning and Delivery
8. Change Management and Innovation
9. Communication
10. Persuasion and Influencing

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Activity 3.1 PMI Talent Triangle Classification

Read each scenario in Activity 3.1 and identify PMI Talent

Instruction
Triangle Classification by placing a tick (✔).

Format Work in pair.

Time Limit 5 Minutes

Discussion 5 Minutes

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3.4 Leadership Style

1. Laissez-Faire
A laissez-faire leader lacks direct supervision of employees and fails to provide regular feedback to those under his
supervision. Highly experienced and trained employees requiring little supervision fall under the laissez-faire
leadership style.

2. Autocratic
The autocratic leadership style allows managers to make decisions alone without the input of others. Managers
possess total authority and impose their will on employees

3. Participative
Often called the democratic leadership style, participative leadership values the input of team members and peers,
but the responsibility of making the final decision rests with the participative leader

4. Transactional
Managers using the transactional leadership style receive certain tasks to perform and provide rewards or
punishments to team members based on performance results.
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3.4 Leadership Style

5. Transformational
The transformational leadership style depends on high levels of communication from management to meet goals.
Leaders motivate employees and enhance productivity and efficiency through communication and high visibility.

6. Charismatic
The charismatic leadership style relies on the charm and persuasiveness of the leader. Charismatic leaders are
driven by their convictions and commitment to their cause.

7. Interactional
Using the combination of transactional, transformational, and charismatic.

8. Servant Leader
The idea of servant leadership is that the typical hierarchy where employees are supposed to serve their bosses is
turned upside down. Instead, leaders serve their people.

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Activity 3.2 Leadership style

Read each statement in Activity 3.2 to identify leadership

Instruction
style.

Format Work in pair. 1. Laissez-Faire

2. Autocratic
3. Participative
4. Transactional
Time Limit 10 Minutes 5. Transformational
6. Charismatic
7. Interactional
Discussion 5 Minutes 8. Servant Leader

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3.4 Personality Traits

Personality refers to individual differences in characteristic patterns of thinking, feeling and behaving. 1

 Being honest and taking responsibility for your actions are admirable qualities.

 Adaptability and compatibility are great traits and can help you get along with others.

 Drive and determination will help you keep going no matter what.

 Compassion and understanding mean you relate well to others.

 Patience is a virtue and also a good personality trait.

 Courage will help you do what’s right in tough situations.

 Loyalty is a good quality to possess, making others trust you.

1 - Alan E Kazdin, Encyclopedia of Psychology, American Psychological Association, 2000, USA

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3.5 Performing Integration

Project managers performs integration in two key areas:

1. Strategic Integration
In strategic integration, project manager should work closely with the project sponsor and critical stakeholder to
ensure that the project is alignment with the strategic objectives of the organization. Whenever the strategy of the
organization changes due to market forces, the project objectives should adjusted to reflect this change.

2. Process Integration
In process integration, project manager will orchestrate the application of project management processes with
people.

Process integration will be explained in detail in Chapter 4 – Project Integration Management.

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END OF CHAPTER 3
Next: Chapter 4 – Project Integration
Management

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