TOPIC 3:THE PROJECT MANAGER

GROUP 6
RUPERT LEE FANO-LEADER
RONI JOY GALERA
RASSIL JAN MORENO
MARICEL RAE AGUHA
JAIMIE VILLARUEL
 PROJECT MANAGER
• Project Management is a Valued Skill Project
Managers are professionals whose job is to plan,
coordinate and execute projects or companies'
objectives successfully and within a specific
timeframe and budget. You can become a Project
Manager by getting a degree in project management
or transferring in from other fields.
 PROJECT MANAGER CAREER
What is a Project Manager?
• A Project Manager is in charge of planning,
procurement, and managing people and resources
for the execution and completion of a project.
• They are responsible for the entire project scope,
the project team, resources, budget, project timeline,
and the success or failure of the project contracted
to them to execute.The Project Manager role is
needed in just about every business sector, such as
the construction industry, manufacturing, or
marketing.
What Does a Project Manager Do?
• A Project Manager’s job description
involves the daily management of
people, time, money, and materials
needed to execute a company’s
objectives successfully
PROJECT MANAGER
SKILLS
1. COMMUNICATION
The ability to communicate
with people at all levels is
always named as the most
important skill for project
managers.
2. SCHEDULING
Being able to organize and
plan tasks in hit right order
to hit the right outcome at
the right time is a major
part of project
management.
3. TEAM MANAGEMENT
• Your team could have a lot
of project experience, or
none, but either way they
will be looking to you for
advice and guidance about
how to get projects done.
4. COST CONTROL
• Cost management is a
critical topic for project
managers . You need to
show that you can deliver
projects within the cost
constraints, by managing
the finances intelligently.
5.CRITICAL THINKING
• Critical Thinking is core to
being able to make good
decisions . This is what
distinguishes a project
manager who is good at
managing issues from
someone who blows
issues out of the water
every time.
6. MULTI-TASKING
• Studies say that human
brain is not made for
multi-tasking. But under
tight schedules a project
manager should be
prepared to bite more
than he can chew. That's
where knowing the right
tools for managing
multiple tasks can be of
great help.
7. NEGOTIATION
• Project managers with
good negotiation skills will
be an asset to their teams
as they seek to resolve
conflicts by finding the win-
win scenarios for everyone.
8. PROJECT RECOVERY
• I hope you don't have to
do project recovery.
• But, if you are looking to
boost your career then
showing your skills to turn
around a poor performing
team and project will
certainly set you aside
from your peers.
9. ENTHUSIASM
• Plain and simple, we don't
like leaders who are
negative - they bring us
down. We want leaders
with enthusiasm, with a
bounce in their step, with
a can-do attitude . Be a
positive manager and
spread positivity.
 B. FUNCTIONAL
MANAGER VS PROGRAM
MANAGER VS PROJECT
MANAGER
 FUNCTIONAL MANAGER

• Department Experts
• Responsible for a overall
performance specific department or
function within an organization.
• responsible for day-to-day operation
within a designated area.
• The PROGRAM
strategic MANAGER
Orchestors
• Oversee a portfolio of related projects,
ensuring they are aligned with the
organization’s strategic goals.
• Responsible for a group of related
projects.
• Ensuring the projects are completed on
time, within budget, and to required
standards.
 PROJECT MANAGER
• The Goal-Oriented Leaders
• Leading a team of employees to
complete a specific task or project within
a given timeline.
• Responsible for a single project.
• They are responsible for planning,
organizing, and executing the project to
deliver the desired outcome.
 FUNCTIONAL PROGRAM MANAGER PROJECT MANAGER
MANAGER

Focus Specific department Group of related Single project

or function projects

Scope Narrow (within a Broad (Multiple Narrow (one project)

department) projects)

Responsibility Day-to-day Overall program Project completion,

operations, team success, coordination delivery
development

Timeframe Long-term, ongoing Medium-term, multi- Short-term, project-

project specific

Examples Marketing Manager, Product Launch Website Redesign,

HR Manager, IT Program Manager, Project Manager, New
Manager… Software Development Facility Construction
Program Manager Project Manager
 REFERENCES
• Job search, 2022, Functional Manager vs. Project Manager: What Are the
Differences?
https://climbtheladder.com/functional-manager-vs-project-manager/?need_sec_link=
1&sec_link_scene=im

• Hive, 2024, Comparing Roles: Functional Manager vs. Project Manager in Business
Operations
https://hive.com/blog/comparing-functional-manager-vs-project-manager-in-business
-operations/?need_sec_link=1&sec_link_scene=im

• Tarryn Menzies, 2023, Functional Manager vs Project Manager: Roles Compared

https://projectspivot.com/functional-manager-vs-project-manager-roles-compared/?n
eed_sec_link=1&sec_link_scene=im

• Esha Panda, 2023, Functional Management vs. Project Management: Which is a

Better Career Option?
 Important
Characteristics in the
Seletion of a Project
Manager (PM)
Leadership
Skills:
Ability to guide and
motivate a team,
providing clear
Communication
Skills:
Strong verbal and
written communication
to convey ideas,
expectations, and
Organizational
Skills:
Ability to plan,
prioritize, and
manage multiple
Problem-Solving
Skills:
Ability to identify issues,
analyze problems, and
implement effective
solutions.
Decision-Making
Ability:
Confidence in making
informed decisions
quickly, especially
Time
Management:
Effective at managing
time, ensuring deadlines
are met without
Risk
Management:
Skilled in identifying
potential risks and
developing strategies to
Reaching
Goals:
Making sure everyone's
goals match up with what
the company wants to
achieve is key to making
a business successful.
 Astute
Planners :
They should be able to
assess and decide the
demands of their project
even before it starts.
Lead by example
without micromanaging:
Project management gives
employees the liberty to take
ownership of their tasks in the
project while adhering to
deadlines.
Transparency:
Vitall role for project success
as it keeps the work on track,
builds trust, enhances
teamwork, and boosts
productivity.
Consistenc
y:A good project manager will be
consistent in his approach by
using repeated and consistent
practices that are continually
used throughout the company.
Good
Listener:
Active listening is an
essential project
management skill, as it
allows you to make a proper
connection and develop
deeper relations with your
team members.
Negotiation
Skills:
A project manager, you’ll
inevitably find yourself
caught in a constant battle
 Flexibl
e:
Highly effective project
managers are flexible, so
they themselves aren’t
flummoxed when project
plans need adjustments.
 Adaptabili
ty:
Enables a project manager to
lead with confidence, even in
the face of uncertainty,
ensuring that projects are
completed successfully despite
the challenges that may arise.
RESPONSIBILITIES OF
A PROJECT MANAGER
Agricultural Program Manager
• Agricultural program managers serve the
industry by handling farm assessment to
identify farmers with finding and gaining
access to local, state or federal funding to
meet project needs.
RESPONSIBILITIES
• Secure funding to help farmers meet their
project goals
• Assess operation to identify needs to improve
management of farm operations
• Conduct soil test and filed research
• Communicate with funding agencies and
partners to determine funding budgets and
proposals
Agricultural Project Manager
Project Manager Project Manager’s primary
responsibility is to take the lead on the management
of the companies crop demonstration fields. The
Agricultural Project Manager will be responsible for
managing key relationships in the country, including
with project sponsors, entrepreneurs, contractors, and
government stakeholders. A project can demonstrate
new and existing crop varieties to different interested
parties, including farmers, processors, commodity
buyers, and NGO and government representatives etc.
Exact responsibilities may vary, but common duties of a
functional manager include:
• Address problems preventing projects from progressing
• Advise teams on projects and provide suggestions
• Assess the quality and effectiveness of results
• Assist with hiring and staffing decisions, particularly for
specific projects
• Create the master schedule for the team
• Delegate work responsibilities fairly
• Determine cost-effective methods for completing projects
• Discuss changes to the project with the project manager that
affect the deliverables
• Evaluate employees to ensure they have the best team
• Identify inefficiencies and implement ways to resolve them
• Implement process enhancements to improve efficiencies
• Perform risk analysis for projects
• Prioritize tasks and allocate the necessary resources to
achieve them
• Provide subject matter expertise when required
• Share important project information, messages and data
• Track the team's progress and performance
• Tain new team members about the unit's focus
• Understand the affects of the project status on the availability
of resources
 PROJECT
MANAGEMENT
ORGANIZATIONAL
STRUCTURE
 What Is Organizational
Structure in Project
Management?
• A project management organizational structure is
used to determine the hierarchy and authority of
people involved in a specific project.
Types of Project Organizational
Structure

1.Functional
2.Projectized
3.Matrix
 1. Functional Project Organizational
Structure
• also called a conventional and traditional
organizational structure
• In this structure the decision-making power rests
with functional managers
• the type of work dictates how departments,
divisions, teams, and work groups are arranged.
2.Projectized Organizational Structure
• is sometimes called project-based project
management
• the primary divisions of people within the company
aren’t departments but project teams. The
coordination of work is project-oriented
• In this structure, the authority (and responsibility)
falls to the project managers. They also allocate work
to project team members who are dedicated to each
project rather than functional departments.
3.Matrix Organizational Structure
• is a blend of functional and projectized
• In this structure, functional managers and project managers
both have power and autonomy (to varying degree) ;
a.For ‌functional managers, the authority moves vertically
b.For ‌project managers, the authority moves horizontally
 3 Sub-types of Matrix Organizational
Structure
1.Weak Structure
• Functional manager have the most authority
• difference between a weak matrix and a functional
structure is that the staff across departments, rather
than the functional managers, coordinate the project
(but the functional manager maintains decision-
making authority).
2.Strong Structure
• Project managers
hold the most
authority.
• In this structure,
the project
manager can work
across any
department or
team.
3.Balanced Structure
• the project manager
also holds a staff
position and does not
utilize the project
manager role to its full
capacity. The project
manager still has little
authority over project
decisions, budget, staff,
etc., and primarily
serves as the point of
contact and coordinator.
Overall Features of Organizational Structure
• Hierarchy
• Division of Labor
• Span of Control
• Position Type (staff)
THANK YOU !!!