project manager

Examples of project manager in the following topics:

• Matrix Structure

  • Weak or functional matrix: A project manager with only limited authority is assigned to oversee the cross-functional aspects of the project.
  • The functional managers maintain control over their resources and project areas.
  • Balanced or functional matrix: A project manager is assigned to oversee the project.
  • Power is shared equally between the project manager and the functional managers.
  • Strong or project matrix: A project manager is primarily responsible for the project.

• Technical Skills

  • Examples of technical skills include project management skills for engineers building bridges, aircraft, and ships.
  • To perform management functions and assume multiple roles, managers must be skilled.
  • Managers use the processes, techniques, and tools of a specific area.
  • Examples include project management skills for engineers building bridges, aircraft, and ships.
  • Managers use the processes, techniques, and tools of a specific area.

• What is IS risk management?

  • It is also the management of uncertainty within the functions of IS so as to provide the organization with assurance that:
  • IS Risk Management ensures that the threats to these resources are identified and controlled so that the requirements for information are met.
  • Lack of proper skills on the project team.
  • Failure to address problems and/or project champion.
  • Just about every IT project has problems.

• Conceptual Thought

  • Using their conceptual skills, manager are able to study a situation and figure out how to break it down into manageable pieces.
  • When a project just begins, for example, it is easy to become overwhelmed by the work and decisions associated with getting it done.
  • A manager using their conceptual skills will be able to resist getting tangled in the tasks and information associated with the project and instead tackle it in a clear and organized manner.
  • A scheme of management skills was suggested by Robert L.
  • Conceptual skills are probably some of the most important management skills.

• Organizational stages of growth

  • Small Business Management: An Entrepreneurial Emphasis. )
  • Are people (staff and management) with the necessary skills available?
  • Projects and task forces or teams are generally unique—designed to work on a nonrecurring project.
  • The members of the team manage the project without direct supervision and assume responsibility for the results.
  • This is referred to as a span of management or span of control issue.

• Information and Risk Trade-Off

  • IT encompasses not only the negative impact on operations and service delivery, but also the benefit and/or value enabling risk associated with missed opportunities to use technology to enable or enhance the business (including improper management of IT projects).
  • The benefit and/or enabling risk can result in overspending or late delivery of projects that lead to adverse business results.
  • IT risk management can be viewed as a component of a wider enterprise risk management (ERM) system.
  • IT risk transverses all four of the aforementioned categories and should be managed within the framework of enterprise risk management.
  • ERM should provide the context and business objectives on the management of IT risk.

• The Role of Financial Managers

  • Financial managers perform data analysis and advise senior managers on profit-maximizing ideas.
  • Corporate management seeks to maximize the value of the firm by investing in projects which yield a positive net present value when valued using an appropriate discount rate in consideration of risk.
  • These projects must also be financed appropriately.
  • Management must allocate limited resources between competing opportunities (projects) in a process known as capital budgeting.
  • Making this investment decision requires estimating the value of each opportunity or project, which is a function of the size, timing and predictability of future cash flows.

• Inventory Management

  • Inventory management tracks the shape and percentage of stocked goods.
  • Inventory management addresses a number of concerns, including: replenishment lead time; carrying costs of inventory; asset management; inventory forecasting; inventory valuation; inventory visibility; future inventory price forecasting; physical inventory; available physical space for inventory; quality management; replenishment; returns and defective goods; and demand forecasting.
  • By effectively managing these issues, a business can achieve optimal inventory levels.
  • It requires systems and processes that identify inventory requirements, set targets, provide replenishment techniques, report actual and projected inventory status, and handle all functions related to the tracking and management of material.
  • Inventory management is primarily concerned with specifying the shape and percentage of stocked goods.

• Joint Ventures

  • In a joint venture business model, two or more parties agree to invest time, equity, and effort for the development of a new shared project.
  • When two or more persons come together to form a partnership for the purpose of carrying out a project, this is called a joint venture.
  • While joint ventures are generally small projects, major corporations use this method to diversify.
  • Since the cost of starting new projects is generally high, a joint venture allows both parties to share the burden of the project as well as the resulting profits.
  • A consortium JV (also known as a cooperative agreement) is formed when one party seeks technological expertise, franchise and brand-use agreements, management contracts, and rental agreements for one-time contracts.

• Reducing Waste and Environmental Impacts

  • Reducing waste by more efficient manufacturing is a key goal of management, with supply chain sustainability seen as a key component.
  • Wal-Mart asked suppliers to be more efficient in their deliveries through it's Supplier Energy Efficiency Project (SEEP).
  • In the United Kingdom, several pilot schemes, such as The Catalyst Project and the Dee Waste Minimisation Project, have shown the efficacy of such policies.
  • Fourteen companies in Merseyside took part in the Catalyst Project; the project generated overall savings of £9 million and landfill waste was reduced by 12,000 tonnes per year. ).
  • Realizing the efficiency that effective supplier relationship management creates, Wal-Mart has asked suppliers to be more efficient in managing their environmental footprint.