The Project Management Office includes the roles of Project Sponsor, Project Director, Program Manager, and Project Manager and Functional Manager. Let’s start with the functional manager.
In principle, the hierarchical structure in an organization is called a functional structure, and when starting a project, an independent project structure is built for the framework and time of the project. In most cases, the understanding in companies is that the design and functional structure overlap, which is not necessary, is not mandatory, and can even lead to confusion and incorrect results in the project. Reference: “Project manager vs Program manager vs Project sponsor: Differences and responsibilities“, https://eduwiki.me/project-manager-vs-program-manager-vs-project-sponsor-differences-and-responsibilities/
It is advisable in the project structure for people to abstract from the functional one, as there may be inconsistencies.
Ie for example the Heads of Departments Development, Engineering Design, Electrical Department Marketing, Finance, Supplies, etc. are at a higher level than me in the company hierarchy – ie. in the functional structure, but within the project – ie. in the project structure, they in their capacity as responsible for the relevant phases of the project must report to me in my capacity as Project Manager of the project. Ie in the project structure I am at a higher level than them. This has been confusing for people in almost every company I have worked in so far. Reference: “What is Project Management, definition and usual practices and methods“, https://wikipedia-lab.org/what-is-project-management-definition/
Usually, a functional manager is a person who is my direct boss in the hierarchical structure of a company. I have to report to him on my work in general, but from the point of view of the project, he may not have a project role at all and cannot control the project itself, make decisions about the project, or any other participation.
In general, some companies have established Project Management departments, which employ people with Project Manager positions, but this is not yet common in projects. In such a situation, ie. if we had such a department, I was also appointed in it – my functional manager had to be the head of the Project Management department, who should be a person with experience in project management.
This should not bother you. Project management is still a relatively underestimated position and field of knowledge, although in the last 10 years there has been a serious development. Reference: “What is Project Management?”, https://stc-montreal.org/what-is-project-management/
My experience shows that more important for the success of any project is the trust, transparency, and desire for the success of the project than the knowledge of some theoretical methodologies for project management. Knowledge is easy to acquire, but human qualities are much more important, but also difficult to change or acquire.
The main project roles you are talking about very briefly are:
- Program manager – Manager of a set of several parallel and interconnected projects.
- Project sponsor – Figuratively speaking, is the person who gives the money and orders the music for the project.
- Project director – Monitors the progress of the project according to the status reports of the Project Manager and first of all, takes corrective financial or resource measures. Take care of the project at the strategic level.
- Steering committee – A group of high-level stakeholders in case there is a need for several high-level people to make important decisions.
Here’s a little more detail about each role:
Program manager
A set of related projects is called a Program. These projects usually run in parallel and are part of a common, more global activity. Each of the projects is managed by the Project Manager, and the whole set of projects, ie. Program – managed by Program Manager. Reference: “Project Management Office (PMO): Roles And Responsibilities”, https://customessaysonline.net/
Project sponsor
The project sponsor is the person who sponsors, ie. provides funding for the project, decides what changes in the scope of the project to make, approves results, actually makes important decisions at the highest level, and determines the direction of the project.
Project director
The project director controls the finances and resources to ensure that the project progresses within the planned budget and resource expenditure. He is the person who regularly reviews and analyzes the project progress reports and is the person who makes personal, financial, and other adjustments to ensure the right direction of the project. Reference: “Presentation of the project manager to the stakeholders”, https://www.muzonet.com/
Steering committee
The Project Steering Committee is a collection of high-level stakeholders. A project doesn’t need to have a Steering Committee. Most often, such Steering Committees are formed when the project is not only internal to an organization but affects several organizations, for example. There is also a high-level representative from each interested organization on the Project Steering Committee.
My interaction with these 4 roles is as follows:
As Project Manager, I should report to the Project Director, for example, every week, sending him a status report with the progress of the project, defects if any, risks, etc.
At the same time, as the Project Manager of one of the projects in the Program, I have to report to the Program Manager in the same way as the other Project Managers of the other projects that are part of the Program.
The Program Manager and the Project Sponsor are quite likely to be part of the Project Steering Committee (along with other high-level stakeholders) if there is a Steering Committee at all. When certain Milestones are reached (key moments in the project when a result has to be achieved or an important decision has to be made) I will present the results to the Steering Committee, especially if an important decision needs to be made.
Here are which of the following colleagues are suitable for which roles in the project structure based on their position in the functional structure:
Julia Smith, Senior Marketing Manager – rather there is no suitable project role from the 4 mentioned for the colleague, but as I pointed out in the Project Life Cycle – the colleague can be responsible for one or more phases of the project – for example for Consumer Analysis and markets, as well as the marketing campaign for the innovative machine.
George Brandon, Global Supply Director – rather there is no suitable project role out of the 4 mentioned for the colleague, but as I pointed out in the Project Life Cycle – the colleague can be responsible for one of the project phases – namely the Delivery of the innovative washing machine.
Samuel Brown, Regional Director of Human Resources – rather there is no suitable project role out of the above 4 for the colleague.
Barbara Roberts, Regional Product Director – would be suitable for Project Director or Steering Committee member if available.
Adam Cooper, Senior Project Manager Public Relations – as a person with extensive experience in Project Management would be suitable for Program Manager (or Program Director).
Ivan Liam, Co-Founder and Global Director of Corporate Development – best suited for Project Sponsor.
Barbara Lincoln, Executive Director – Suitable for Steering Committee or Project Director.