Description
Description
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The project manager has the authority to run the project on a day-to-day basis on behalf of the project board, within established constraints. The role of the project manager is to verify that the project produces the required deliverables at the required standard of quality, within the specified constraints of time and cost, and to achieve the potential benefits defined in the business case. The assignment of a Deloitte Consulting project manager does not eliminate the need for the organization to assign a full-time project manager who must always retain ownership of the project and direct the project activities. The Deloitte Consulting project manager assists the organization project manager as needed, but does not assume ownership of or overall responsibility for the project. The project manager may delegate or assign responsibilities to the team lead, project controller, or project member for specific areas such as risk, quality, communication, or product deliverables. The project manager should clearly document which responsibility is being delegated and the level of assignment for the responsibility. The level of assignment may include participation, accountability, review, input, or sign-off. Roles and responsibilities can be used to map the subject areas being assigned to the roles. Two individuals normally serve the project manager role: one from the organization and one from Deloitte Consulting. These individuals concur and share the responsibilities. A program manager performs many of the responsibilities of the project manager, but over several projects and functional units. A program manager may also replace the project director on any specific project or may be assigned specific responsibilities. |
Role attachments
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RoleAttach_ProjectManager.doc |
Abbreviation
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ProjMgr | |
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