Project Directors (also known as Program Managers) are, above all else, change agents. Their role has evolved from that of managing multiple projects, to implementing business strategies through an integrated portfolio of projects involving the management of multiple teams of professionals, 3rd party vendors, and executive level sponsors. As such, Project Directors provide a refined set of business, marketing, finance, technology and leadership skills that are vastly different from that of a project manager.

The Project Director’s focus is split evenly between the project and the business. He concentrates on relationships and the management of vendors, sponsors, and project teams.

Overall Responsibilities

1. A high level knowledge of the business, industry, finance and technology. Project teams serve as the subject matter experts.

2. Actions are recommended to immediately address any significant problems that are identified.

3. Approves the need and frequency of project reviews to appropriately assess the health of the project.

4. Available to the project managers and other stakeholders on relatively short notice.

5. Balances technical solutions against economic and human factors.

6. Buffers project teams from political issues.

7. Communicates clearly.

8. Drives features, schedule, budget, and other critical trade-off decisions.

9. Drives the project or program vision.

10. Ensure project managers have resources to do the job and goes to bat for them.

11. Establishes a culture of continuous improvement.

12. Facilitates group decisions.

13. Facilitates processes or negotiates with groups of stakeholders to get the job done.

14. Facilitates the integration of new members into the team.

15. Facilitates trust and accountability across all teams.

16. Handles interpersonal conflict.

17. Holds project teams accountable.

18. Integrates project management methods into the key business strategies.

19. Is a systems thinker. Looks at inputs and outputs. When they have a problem, explores all alternatives, and makes sure the decision will be effective.

20. Leads the overall planning and elicits commitment from others.

21. Listens to the project team. Understands what they are saying about project risks.

22. Makes decisions related to scope, schedule and costs that affect change to external
commitments.

23. Manages relationships between vendors, sponsors, and project teams.

24. Manages sponsor expectations.

25. Monitors metrics that are imperative to gaining insight on the organization’s performance and how it can improve.

26. Organizes and hosts update meetings with the Steering Committee.

27. Presentation of the team and projects to higher management.

28. Promotes best practices in planning and managing projects.

29. Promotes the implementation of reviews upon project completion or following a major phase of a long running project.

30. Provides clear project leadership and direction.

31. Requires project teams to utilize the discipline of project management to communicate results.

32. Resolves conflicts that require senior management involvement; funding, priorities, external commitments, cross-organizational boundaries and clients.

33. Sees things in terms of potential. Does not try to define things in terms of schedule or event.

34. Speaks to the corporate bottom line.

35. Supports timely recognition of noteworthy individual and team achievements.

About The Author - Dennis Sommer

Dennis is a highly sought after author, keynote and seminar speaker on sales, leadership and business best practices.

Contact Dennis at www.executivebusinessadvisers.com or www.dennissommer.com .