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The Eye Diagram: A New Perspective on the Project Life Cycle

What is the project manager's role throughout the project life cycle? Do you think that the framework introduced in the article "The Eye Diagram: A New Perspective on the Project Life Cycle" will help the project manager better focus his or her energies and/or resources? Why or why not?

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Please see attached items. The first is a direct response, the second is a paper I wrote on the Project Management Life Cycle which you may find useful. The third item is the article the question referenced.

Please remember to cite these resources properly in your work.

Good Luck!

--Jim

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What is the project manager's role throughout the project life cycle?

In a perfect world, the project manager would simply implement the project plan and the project would be completed. The project manager would work with others to formulate a schedule, organize a project team, keep track of progress, and announce what needs to be done next, and then everyone would charge along. Of course no one lives in a perfect world, and rarely does everything go according to plan. Project participants get testy; they fail to complement each other; other departments are unable to fulfill their commitments; technical glitches arise; work takes longer than expected. The project manager's job is to get the project back on track. A manager expedites certain activities; figures out ways to solve technical problems; serves as peacemaker when tensions rise; and makes appropriate trade-offs among time, cost, and scope of the project.
However, project managers do more than put out fires and keep the project on track. They also innovate and adapt to ever-changing circumstances. They often have to deviate from what was planned and introduce significant changes in the project scope and schedule to respond to unforeseen threats or opportunities. For example, customers' needs may change, requiring significant design changes midway through the project. Competitors may release new products that dictate switching the time, cost, and scope priorities of the project. Working relationships among project participants may break down, requiring a reformulation of the project team. Ultimately, what was planned or expected in the beginning may be very different from what was accomplished by the end of the project.
Project managers are responsible for integrating assigned resources to complete the project according to plan. At the same time they need to initiate changes in plans and schedules as persistent problems make plans unworkable. In other words, managers want to keep the project going while making necessary adjustments along the way. According to Kotter these two different activities represent the distinction between management and leadership. Management is about coping with complexity, while leadership is about coping with change.
Good management brings about order and stability by formulating plans and objectives, designing structures and procedures, monitoring results against plans, and taking corrective action when necessary. Leadership involves recognizing and articulating the need to significantly alter the direction and operation of the project, aligning people to the new direction, and motivating them to work together to overcome hurdles produced by the change and to realize new objectives.
Strong leadership, while usually desirable, is not always necessary to successfully complete a ...

Solution Summary

Direct response to the question, an additional PM Life Cycle paper and the originally referenced article.

$2.19