The Roles Of Project Manager In An Organization
As the construction client become more sophisticated, it is now very important that firms within the construction industry determine the factors that are important and relevant to the client decisions. Client satisfaction can be seen either as a goal or as a measurement tool in the development of construction industry. However, Kagioglou, M. , Cooper, R. , and Aouad, G. (2001) pointed out that the cost, time, and quality of a construction project do not, in isolation, provide a balanced view of the project’s performance and that, they are not sufficient to comprehensively assess the performance of construction project. Hence, other performance indicators such as client satisfaction, profitability, flexibility, growth, innovation, quality of work life, organizational capability and others have been suggested. These indicators are better suited to evaluating the performance of the entire project, whereas if one is to focus on the evaluation of the performance of project manager at the operational level, then looking at cost, time, and quality as well as other performance evaluation criteria may be sufficient.
Project Manager
A project manager is a person who has the overall responsibility for the successful initiation, planning, design, execution, monitoring, controlling and closure of a project. Construction, petrochemical, architecture, information technology and many different industries that produce products and services use this job title. The project manager must have a combination of skills including an ability to ask penetrating questions, detect unstated assumptions and resolve conflicts, as well as more general management skills.
Key among a project manager's duties is the recognition that risk directly impacts the likelihood of success and that this risk must be both formally and informally measured throughout the lifetime of a project. Risks arise from uncertainty, and a successful project manager is the one who focuses on this as their primary concern. Most of the issues that impact a project result in one way or another from risk. A good project manager can lessen risk significantly, often by adhering to a policy of open communication, ensuring every significant participant has an opportunity to express opinions and concerns. A project manager is a person who is responsible for making decisions, both large and small. The project manager should make sure they control risk and minimize uncertainty. Every decision the project manager makes must directly benefit the client. Project managers use project management software, such as Microsoft Project, to organize their tasks and workforce. These software packages allow project managers to produce reports and charts in a few minutes, compared with the several hours it can take if they do it by hand.
Role of the Project Manager
Just like in project management, there is considerable ambiguity about the role of the project manager in construction projects. Jha (2013) said that the main role of a project manager is in the preconstruction stage where planning is the key task. Here the main role of the project manager is the preparation of deliverable schedule in accordance with client bid, drawing up the preliminary construction schedule, delineating project requirement, allocation of resources, plan review, and goal setting. Hopp and Spearman (2011) and Burdge and Robertson (2009), however, differed from this view and stated that the main role of the project manager is in the administration of the project. Here the project manager manages the clients, communicates issues, co-ordinates activities, and manages information flow. Egan (2012) believed that project managers’ main role is in making acquisitions required for the construction of the project, including consistent refining the project scope, identification of items that have delivery dates which impact the schedule, procurement, and purchasing of materials. De Ridder and Vrijhoef (2013) pointed out that project managers should concern themselves solely with the management and scheduling of projects including understanding of manpower operations, applications of materials, issuance of building code, and site logistics management.
Communication
Formoso and Soibelman (2012) said that project managers in construction projects act as a liaison among several agents. This is also indicated in Figure 2. Therefore, leaders must have good communication skills. Drucker (2010) said that decision-making abilities, intelligence, and communication skills are essential traits of any leader. Communication refers to the ability of project managers to listen, understand, and persuade others. Exchange of information determines effectiveness of communication which Greenwood, Jones, and Snow (2013) defined as the act of transmitting information either verbally or in written form. Bunn and Smith (2013) corroborated this view, when they stated that project managers should have good writing, oral, and listening skills.
Empowerment
According to Barnes (2011), empowering of project managers is critical for them to assume leadership position, because they then do not play the roles of implementers or managers only, but also take decisions and delegate authority. They have an enhanced role to play in the control and distribution of resources and give them more freedom and flexibility of action. By empowering project managers, project standards can be enforced, discipline maintained, and all aspects of the project appropriately monitored.
Influencing
Project managers must have the ability to influence other team members in a very personal way. Bresnen and Marshall (2011) believed one of the ways of influencing other team members is in the form of feedback provided to subordinates. Dave, Koskela, Kagioglou, and Bertelsen (2012) recommended frequent site visits, indicating interest, concern, and appreciation for performance in order to increase morale, loyalty, and a sense of belonging to the project or team. It is through this influence that standards for the work and key expectations may be communicated appropriately through all levels of the project.
Team Building
According to Kwakye (2012), project managers have to have the ability to build teams. Team building is essential to make everyone in the team understand why decisions have been taken and communicate key expectations, foster learning, and knowledge sharing. Love and Smith (2013) recommended following the Xerox model which includes: (a) communication of vision; (b) development of a mission statement; (c) definition of goals; (d) development of norms; (e) development of roles; (f) development of communication processes; and (g) development of work processes. McDonald and Smithers (2012) believed team building to be key to removing barriers to proper collaborative working. Rischmoller and Alarcon (2011) said that team building decreases friction amongst team members and ensures proper selection of persons who will work together for the success of the project.
Problem-Solving Skills
Problem solving refers to the ability to analyze adverse conditions and sources of conflict, identify practical solutions, and then implement them. Problem-solving skills are essential for any project manager, particularly in construction projects, where eruption of problems across the project life cycle is routine. According to Skoyles (2011) and Crittenden (2012), project managers who are also leaders must have the ability to make informed judgments where they use data and experience to draw conclusions and make decisions that lead to the solution of problems when they arise.
Conflict Resolution
Wand and Hannafin (2012) defined conflicts as differences of ideas, beliefs, and opinions on any particular point and that conflict resolution is a key leadership trait to be developed in a project manager. This is because of the frequency of occurrence of conflicts in construction projects. A conflict results in the breaking of personal and professional relationships, creates tension, reduces effectiveness of the team, and ultimately leads to compromise in goals of the construction project.
Planning and Goal Setting
One of the key leadership skills that project managers in construction projects need to develop is planning and goal setting. Planning is the ability to set goals and then formulate action steps to achieve that goal. Turner (2012) in fact considered planning to be the creating expression of a leader. Visioning One of the points of difference between project managers and project managers who are also leaders is the ability to develop a vision for the entire project. It is said that a vision is necessary to set goals and chart the course of action for the project including creation of strategies that lead to the achievement of this vision. It aids in describing what an organization or projects wants to achieve.
Sense of Responsibility
A keen sense of responsibility is another essential feature of the leader project manager. This sense of responsibility is directed towards the team, its performance and the project managers own performance, the overall success of the project, working within budgets, time schedules, quality, and safety requirements.
Ethics
Project managers are also moral beings who take morally correct decisions. Such behavior then governs the conduct of other individuals in the projects. Hence abiding by a set of professional ethics and norms is critical in project management. Ethical behavior translates into business benefits as well, including proper cost management, maintenance of quality and competitiveness, as well as creation of customer satisfaction.
Initiative
Project managers who take initiative are also leaders. This taking of initiative is key to the identification of new ideas, procedures, sharing of ideas, resolution of problems, and in overcoming obstacles. It refers to the ability to foresee and pre-empt events and problems before they occur.
Time Management
Effective time management is essential to control time and to finish various tasks according to set deadlines. Effective time management is actually reducing overall time of the project with no compromise in quality or cost of the project and is a key trait of a good leader.
Monitoring
Monitoring is one of the critical tasks of any project manager and involves observing work progress, collection and evaluation of information and using such information to take corrective measures wherever necessary to enhance performance. Effective monitoring results in completion of the project within budget, within timelines, and at desired quality levels as well.
Positivity
Rischmoller and Alarcon (2011) saw a clear link between positivity and success of the project. Positivity refers to respect for a person’s dignity and self worth. It includes appreciation for work well done. A project manager who is able to create such feelings in their team members is also a leader who leads the team on to the achievement of specific objectives.
Personal Traits
Apart from technical qualifications and experiences, project managers must also possess personal traits that lead on to leadership. Motete, Mbachu, and Nkado (2011) said that self confidence, self awareness, flexibility, honesty, integrity, quick thinking, persistence, intelligence, creativity, and the ability to conceptualize are some of the most important traits.