PMP Roles and Responsibilities

Project Sponsor
Has requirements that must be met
Project Sponsor
Is a project stakeholder
Project Sponsor
Advocates for or champions the project, especially project concept is being put together
Project Sponsor
Serves as a voice of project or spokeperson to those who do not know what about the project, including upper management
Project Sponsor
Gathers the appropriate support the project
Project Sponsor
ensure buy-in throughtout the organization
Project Sponsor
provides funding
Project Sponsor
Provides the statement of work if not done by the customer
Project Sponsor
Provides information regarding the initial scope of the project
Project Sponsor
May dictate milestones, key events, or the project end date (as long with customer)
Project Sponsor
Determines the priorities between the contrains if not done by customer
Project Sponsor
Provides information that helps develop the project charter
Project Sponsor
Give the project manager authority as outlined in the project charter
Project Sponsor
Help organize work into appropriate projects
Project Sponsor
Set priorities between projects
Project Sponsor
Encourages the finalization of requirements and scope by stakeholders
Project Sponsor
Guide the process to get the project approved and formalized, assisted by the project manager as necessary
Project Sponsor
Provides the project team with time to plan
Project Sponsor
May review the WBS
Project Sponsor
Supplies list of risks
Project Sponsor
Determines the reports needed by management to oversee the project
Project Sponsor
Provides expert judgement
Project Sponsor
Help evaluate trade-offs during crashing, fast tracking, and reestimating
Project Sponsor
Approves the final project management plan
Project Sponsor
Protect the project from outside influences and changes
Project Sponsor
Enforces quality policies
Project Sponsor
Resolves conflict that extend beyond the project manager’s control
Project Sponsor
Approves or rejects changes or authorizes someone representing him or her to do so (change control board)
Project Sponsor
May direct that a quality assurrance review be performed
Project Sponsor
Clarifies scope questions
Project Sponsor
Works with project manager to monitor progress
Project Sponsor
Provives formal acceptance of the deliverables (if she or he is the customer)
Project Sponsor
Supports the collection of historical records from past projects
The Team
Identify and involve stakeholders
The Team
Identify requirements
The Team
Identify constraints and assumptions
The Team
Create the WBS
The Team
Decompose work packages they are responsible for into schedule activities
The Team
Help identify dependencies between activities
The Team
Provide time and cost estimates
The Team
Participage in risk management process
The Team
Comply with quanlity and commucations plan
The Team
Enforce ground rules
The Team
Execute the project management plan to accomplish work defined in the project scope statement
The Team
Attend project team meeting
The Team
Conduct process improvement
The Team
Recommend change to the project, including corrective actions
Stakeholders
May be involved in the creation of the project charter and the project scope statement
Stakeholders
May be involved in Project management plan development
Stakeholders
May be involved in approving project changes and being on the change control board
Stakeholders
May be involved in verifying scope verification
Stakeholders
May be involved in identifying contraints
Stakeholders
May be involved in requirements
Stakeholders
May be involved in risk management
Stakeholders
May be risk response ownvers
Functional Manager
Assign specific individuals to the team, and negotiate with the project manager regarding resources
Functional Manager
Let the project manager know of other project may impact the project
Functional Manager
Participate in the initial planning until work packages or activities assigned
Functional Manager
Provide subject matter expertise
Functional Manager
Approve the final schedule during schedule development
Functional Manager
Approve the final project management plan during project management plan development
Functional Manager
Recommend change to the project, including corrective actions
Functional Manager
Manage activities that happen within their functional area
Functional Manager
Assist with problems related to team member performance
Functional Manager
Improve staff utilization
Project Manager
Is assigned to the project no later than project initiating
Project Manager
May help write the project charter
Project Manager
Is in charge or the project, but necessarily the resources
Project Manager
Does not have to be a technical expert
Project Manager
Influences the project team and the atmosphere in which the team works by promoting good communication
Project Manager
Influences the project team and the atmosphere in which the team works by insulating the team from having to deal with politics (both internal and external to the project)
Project Manager
Influences the project team and the atmosphere in which the team works by enhancing positive aspects of culture differences and resolving team issues
Project Manager
Ensures professional interactions between the project team and other stakeholders
Project Manager
Coordinate interactions between project and key stakeholders
Project Manager
Select appropriate processes for the project
Project Manager
Identifies and analyzes contraints and assumptions
Project Manager
Leads and directs the project plan efforts
Project Manager
Identifies dependencies between activities
Project Manager
Must realize that an unrealistic schedule is his or her fault and know how to handle those situations
Project Manager
Understand and enforces professional and social responsibility
Project Manager
Determines and delivers required level of quality
Project Manager
Assist the team and other stakeholders during project executing
Project Manager
Defines the project change management plan
Project Manager
Determines the need of change request, including recommended corrective and preventive actions and defect repair, and either approves or rejects changes as authorized or submit the change requests to the CCB
Project Manager
Maintains control over the project by measuring the performance and determining if changes are needed
Project Manager
Uses metrics to see variances and trends in project work
Project Manager
Works with team member to resolve variances from the project management plan
Project Manager
Keeps the team members focused on risk management and possible responses to risks
Project Manager
Develop time and cost reserves for the project
Project Manager
Must have responsibility and accountability neccesary to accomplish the project management work
Project Manager
Must say “No” when neccesary
Project Manager
Is the only one can integrate the project components into cohesive whole that meets the customer’s need
Project Manager
Spend more time being proactive than dealing with problems (reacting)
Project Manager
Is accountable for project success or failure
Project Manager
Performs project closing at the end at each phase and for the project as a whole
Project Manager
Performs or delegates most of the activities outlined in this book
Project Manager
Overall, applies project management knowledge and use personal and leadership skill to achieve project success
Portfolio Manager
Managing various projects or programs that may be largely unrelated to each other
Portfolio Manager
Ensure selected project provide value to the organization
Portfolio Manager
Working with senior executives to gather support for individual project
Portfolio Manager
Getting better return from resources invested
Program Manager
Managing related project to achieve results not obtainable by managing each project separately
Program Manager
Ensure selected project support the strategic goals of the organization
Program Manager
Providing oversight to adjust projects for program’s benefit
Program Manager
Guiding and supporting individual project manager’s efforts