V.

Roles, Responsibilities and Skills Roles and Responsibilities of the

Project Manager (Aquino’s report)
Definition of Concept (Jane’s report)
Being a Project Manager is like being a
 It outlines the core objective or
sculpture. You chisel away all the
purpose behind the project and act
challenges, shaping materials into
as a guiding framework for all the
masterpiece of coordination and success.
planning and execution that
- Greg Cimmarrusti
follows.
 The concept provides a high – level Roles – roles define what you need to do
overview of what the project aims for the project. These roles define how
to achieve, its goals, and its you relate yourself to your team members
intended outcomes. and customers. Responsibilities are
 Concept is not a theme. A theme is further dependent on your role.
not a concept.
Responsibilities – responsibilities are
Why the Concept is crucial in Project day-to-day activities and tasks you do
Development? daily in the office. Together, these
activities and tasks contribute to
 Clarity of vision – A well defined
accomplishing your role as the project
concept provides a clear
manager. These responsibilities may vary
understanding of the project’s
depending on the stage of the project and
purpose and direction, so the whole
several other reasons.
theme knows what they are
working toward. Project manager roles and
 Strategic planning – It helps in responsibilities
formulating strategies, identifying
1. Defining goals and roles - Set
key milestones, and allocating
clear goals and make sure
resources effectively.
everyone knows their job.
 Stakeholder communication –
2. Keeping the team close knit –
The concept makes it easier to
Make sure the team works well
explain the project’s goal and
together and supports each other.
benefits to stakeholders, securing
3. Delegating work effectively –
support and funding.
Assign tasks to the right people to
 Risk management – A solid
get things done efficiently.
project concept highlights potential
4. Employee feedback – Provide
challenges early, allowing for
feedback to help team members
proactive risk management.
improve and grow.
Conclusion 5. Planning everything from
execution to delivery – create a
In project development management, the
plan that covers every step, from
concept is the cornerstone that defines a
start to finish.
project’s direction and purpose. It guides
6. Directing the team to achieve a
planning. Execution, and evaluation,
common goal = Guide the team
ensuring that the project remains aligned
toward achieving the same
with its goals. A clear, well-thought-out
objectives.
concept is essential for project success.
 7. Managing time – Ensure the Project management skills are the traits
project stays on schedule and time and characteristics that help you take
is used wisely. winning projects all the from idea to
8. Monitoring progress completion.
Know your audience or team -
Leadership Skills
Understand the needs and
strengths of the people you’re 1. Vision and strategic direction –
working with. Project managers must set a clear
9. Conducting regular meetings – goal and inspire teams toward
Hold regular meetings to discuss achieving them.
progress and any issues. 2. Decision - making – Making
10. Establishing a shared timely and effective decisions to
vision – Make sure everyone is keep the project on track.
aligned with the project’s overall 3. Influence and motivation –
purpose. Encouraging team productively
11. Managing documentation through motivation and leadership.
– keeping track of important
documents and reports for the Communication Skills
project. 1. Clear communication – Ensuring
12. Coming up with plan B that all team members and
13. Managing project budget stakeholders understand their
– Keep an eye on the project’s roles, responsibilities, and the
expenses and make sure it stays project’s objectives.
with budget. 2. Stakeholder engagement –
14. Coordinating with the Regular updates to stakeholders
clients – Communicate with clients and ensuring their expectations are
to ensure their needs are being managed.
met and they’re kept in the loop. 3. Conflict resolution – Addressing
Conclusion conflicts quickly and efficiently to
maintain a positive team dynamic.
 A project manager oversees the
planning, execution, and Time and resource management -
completion of a project. They play Resource management is the act of
a crucial role in task coordination, forecasting, preparing, and scheduling
resource management, research, resources, to make sure your company or
and ensuring that project meets project has the people and equipment it
goals on time and within budget. needs to succeed.
 A project manager is responsible Problem solving and adaptability –
for the project from initiation to the Problem-solving skills can include finding
finishing of a project and for this, the right solution to a problem while
you will have to polish your adaptability is really just responding to
leadership skills, coordination changes in priorities that are often
abilities, and motivational skills outside of your control.
continuously.
Conclusion
Managerial skills of a project
manager (Broka’s report)
Project managers need a combination of and individual objectives.
leadership, communication, time Motivation in a project environment
management, and problem - solving skills involves creating an environment
to ensure a successful project delivery. to meet project objectives while
providing maximum satisfaction
Interpersonal skills of a project
related to what people value most.
manager (Alicia’s report)
 Communication – has been
Interpersonal skills are the behaviors and identified as one of the single
tactics people use to interact with others biggest reasons for project success
effectively. Some people are born with or failure. Effective communication
them but they can be learned. within the project team and
between the project manager,
Interpersonal skills, sometimes known as team members, and all external
“soft skills,” are behavioral competencies stakeholders is essential.
that include proficiencies such as  Influencing – is a strategy of
communication skills, emotional sharing power and relying on
intelligence, conflict resolution, interpersonal skills to get others to
negotiation, influence, team building, and cooperate towards common goals.
group facilitation. These skills are  Decision making – making
valuable assets when developing the decisions based on data, team
project team. input, and situational factors is
Project managers accomplish work balancing act that every project
through the project team and other manger needs to master. There are
stakeholders. Effective project managers four basic decision styles normally
acquire a balance of technical, used by project managers:
interpersonal, and conceptual skills that command, consultation,
help them analyze the situations and consensus, and coin flip
interact appropriately. (random).
 Political and cultural
 Leadership – involves focusing awareness – the skillful use of
the efforts of a group of people politics and power helps the project
toward a common goal and manager to be successful.
enabling them to work as a team. Conversely, ignoring or avoiding
In general terms, leadership is the project politics and inappropriate
ability to get things done through use of power can lead to difficulty
others. Respect and trust, rather in managing projects. While,
than fear and submission, are the cultural differences can be both
key elements of effective individual and corporate in nature
leadership. and may involve both internal and
 Team building – is the process of external stakeholders.
helping a group of individuals,  Negotiation – is a strategy of
bound by a common purpose, to conferring with parties of shared or
external stakeholders, and the opposed interests with a view
organization. toward compromise or reaching an
 Motivation – project teams are agreement.
comprised of team members with  Trust building – the ability to
diverse backgrounds, expectation, build trust across the project team
 and other key stakeholders is a
critical component in effective
Influence and power of a project
team leadership.
manager (Desiree’s report)
 Conflict management –
managing conflict is one of the Forms of Power
biggest challenges a project
manager face. It draws upon all of Legitimate (or Formal)
the other interpersonal skills of a  The formal authority or power
project manager in order to lead derived from the position.
the team to a successful resolution  It is also known as formal power.
of the situation in conflict.  Team members perceive the
 Coaching – is a means of project manager as being officially
developing the project team to empowered to issue orders.
higher levels of competency and
performance. Coaching is about Rewards
helping people recognize their
 The power of directly or indirectly
potential through empowerment
rewarding the team member.
and development.
 Salary, promotion, bonus, or better
work assignments.
While there are additional skills that
Penalty (Coercive/Punishment)
project managers use, the appropriate
use of these skills assists the project  The power of directly or indirectly
manager in effectively managing the penalizing the team members.
project.  Suspension, reprimand, unpleasant
assignments, etc.
Conclusion
 It is also known as coercive power
Interpersonal skills are not merely and punishment power.
desirable attributes for project managers
Expert
but are essential for achieving project
success. These skills complement  The power derived from special
technical expertise, elevating project knowledge or expertise.
managers from managers to effective
leaders. Investing in the development of Referent (Charisma)
interpersonal skills not only enhances  The power derived from personality
individual effectiveness but also traits or charisma. It is also known
contributes to a more productive and as charisma power.
harmonious work environment. It is
important to acknowledge that while Positional power vs. Personal power
come interpersonal skills may come Positional power stems from the project
naturally, others require deliberate effort manager’s role and authority within the
and practice, Project managers should organization. Ex: penalty, rewards,
prioritize continuous learning, actively legitimate.
seek feedback, and maintain authenticity
in their interactions to cultivate these Personal power is derived from the
essential abilities. project manager’s individual
characteristics, skills, and expertise. Ex: had enough and does not care what goes
expert, referent. on. Obviously, this is an unacceptable
style in modern management.
Conclusion
Coaching style – this is a management
The power and influence of the project
style where a manager focuses on
manager are not solely determined by
training, guiding, counselling, and staff
their formal authority. It is a combination
personal development for the future
of their relationships with the team and
growth of the organization.
stakeholders that can effectively achieve
its project goals and objectives. Pacesetting style – this is a style or
management where managers set
Management style (April’s report)
examples and standards for high
A management style describes the performance. It is like a role model
methods a manager uses to manage their management style.
employees or team. The management
Visionary style – this management
style can signal to others how to organize
style, where managers move their staff to
work, make decisions, and apply
share positive dreams of the potential
authority.
benefits and opportunities that they stand
Different styles of management to gain. This is where when both staff and
organizational goals are clearly defined
Authoritarian style – referred to as and the means of achieving them are well
coercive style of management. known by everyone.
Authoritarian managers would normally
demand immediate compliance. Bureaucratic style – require that
everything is done in accordance with
Democratic style – managers seek to company policy, procedure, and culture.
achieve their objectives by consensus and This is a management style by the book,
staff participation. so such managers are completely
Affiliative style – closely related to the inflexible.
democratic style, affiliative style of Defensive style – practiced by
management is intended to create unity managers who always seek to find fault
and harmony in the organization by from the staff and gives the impression
seeking to build an emotional bound that he or she is correcting the fault. This
among staff. sort of management style can be very
Permissive style - also referred to as demotivating and demoralizing.
Laissez-Faire style this is the style Conclusion
management where managers give little
or no direction to the staff, basically, There is no particularly accepted style of
letting the staff to just carry on with their management, but styles that lead to
job. increased staff motivation, job
satisfaction and productivity should be
Indifferent style – the manager just encouraged. While those that have the
can’t be bothered. This may be the case opposite effect should be discourage.
where the manager is seriously
demotivated as a result of lack of
recognition or simply that he or she has