- Planning: The PM will work with the business or facility management to determine the work to be completed (Scope of the Project). The PM will then assist in contacting vendors, contractors, engineer’s or architects etc. to receive bids and estimates to complete the required work; and develop key points, review specifications, and negotiate the required contracts for the owner’s final approval. Upon awarding the various parts of the project the OR will outline the scope with all tem members, set goals, establish roles and responsibilities, and work to ensure nothing is overlooked. An OR will also assist the owner in the process of continually reviewing the scope and goals of the project.
- Communication: There is a mixed team of expert’s such as the contractors, sub-contractors, and vendors; and with larger projects the team may also include engineer’s or architects, interior design or installation, accounting, etc. But, who sees the big picture? One of the jobs of a Project Manager is to facilitate communication between the business or facility Management and all the contractors and project team keeping the Management Team up to date and informed on all aspects of the project, ensures communication, and keeps the team informed of all changes in the scope.
- Schedule: A Project Manager works with the entire team to build a master schedule and track it. Depending on the scope and size of the project the master schedule may include details related to critical path and deliverables from all parties. The key requirement is that the schedule MUST be realistic and account for delays that may be caused by delivery of materials, unexpected deficiencies or problems discovered during the project, etc.
- Budget: The Project Manager will generate the master budget that includes hard and soft costs. The PM will track expenses related to progress on the project, this is especially important in controlling cost and working to stay within the budget. A key here is that the budget must be as realistic as possible, and must take in to account “conditions found” situations, and tasks that cannot be initially accounted for or anticipated.
- Changes: Change Management is about controlling the project scope. No matter how good the initial planning is, things can, and will, happen. Any Project Manager, or Business Leader, that attempts to keep the initial project schedule rigid through the entire project is fighting an up-hill battle. Do not lose sight of the original scope of work, but remain flexible and accept change will be needed; generally due to “conditions found”, weather, parts & supplies delivery delays, business driven needs and wants changes, etc. Managing the changes will help you to deliver a successful end-product.
- Project Risks: All projects come with risks, it is inevitable. One of the goals of Project Risk Management is to identify the risks that you can, and where possible actively seek solutions to reduce those risks. All identified risks must be closely monitored. For example, if the project schedule is tight, look for ways to increase efficiency throughout the project, every hour saved for each task will collectively add up towards the project achieving deadlines and end goals. Another example is the ordering and delivery of equipment and supplies; items requiring fabrication or manufacturing, items requiring shipment from overseas and vague specifications for some job tasks or materials?
Without a Project Manager a Business Manager or Leader can, at times, be the reason for project delays. A good PM will drive the project FOR the business or facility, assist in the prevention of delays, ensure the delivery of quality work, and ensure strong communications are maintained between the business leadership and the project team.
NOTE: The PM is not a full time employee and only works the hours required to complete the project; and is not a General Contractor (GC) but may coordinate with a GC.