Position of the project manager
A project manager is the person responsible for project management. Project management is an organisational unit created for the duration of a project, that is responsible for planning, controlling and monitoring the project. This organisational unit comprises employees who hold a management position in a project. Members of the project management team therefore include sub-project managers, specialist project managers and project coordinators.
Customers often set up a project organisation parallel to that of the contractor, so that there are two project managers for a project – one at the contractor and one at the customer (client). Such a parallel organisation enables communication to take place horizontally, below the management level (e.g. from PM to PM, or from sub-project manager to sub-project manager). This reduces the workload of the project manager. For large projects, there is also the option of appointing a technical and a commercial project manager.
Customers often set up a project organisation parallel to that of the contractor, so that there are two project managers for a project – one at the contractor and one at the customer (client). Such a parallel organisation enables communication to take place horizontally, below the management level (e.g. from PM to PM, or from sub-project manager to sub-project manager). This reduces the workload of the project manager. For large projects, there is also the option of appointing a technical and a commercial project manager.
Content
Understanding roles and potential conflicts in project management
One of the major challenges in project work is misunderstandings and conflicts that arise due to different understandings of the role of the project manager. This is already evident in the job title of the project manager. Even though many managers are not aware of this, there are significant differences between a project manager, a project coordinator and a project leader.
The titles each express a very specific understanding of a role in the project and should therefore not be used arbitrarily. Difficulties arise in particular when those involved in the project have different ideas about the role of the project manager. The project manager feels like a leader who has certain powers and is allowed to make decisions. However, the client sees them only as an administrator with very limited decision-making powers. The team members only accept them as a project coordinator, as the ‘butler’ of the project, so to speak.
These different perceptions are a source of conflict and lead to frustration. Role ambiguity is therefore not only an interpersonal problem, but also a structural deficit in the project organisation. If there is no clear definition of tasks, responsibilities and decision-making powers, friction losses arise that have a direct impact on efficiency, motivation and project success. A clear mandate for the project manager at the start of the project is therefore a key prerequisite for effective project management.
The titles each express a very specific understanding of a role in the project and should therefore not be used arbitrarily. Difficulties arise in particular when those involved in the project have different ideas about the role of the project manager. The project manager feels like a leader who has certain powers and is allowed to make decisions. However, the client sees them only as an administrator with very limited decision-making powers. The team members only accept them as a project coordinator, as the ‘butler’ of the project, so to speak.
These different perceptions are a source of conflict and lead to frustration. Role ambiguity is therefore not only an interpersonal problem, but also a structural deficit in the project organisation. If there is no clear definition of tasks, responsibilities and decision-making powers, friction losses arise that have a direct impact on efficiency, motivation and project success. A clear mandate for the project manager at the start of the project is therefore a key prerequisite for effective project management.
Ambivalent attitude of line managers
Line managers often have a very ambivalent attitude towards the role of the project manager. On the one hand, they want to give project managers a lot of responsibility and do so in the form of projects worth millions. On the other hand, the lack of attention that some line managers pay to the selection and position of the project manager shows that they do not take this function seriously.
Due to a lack of knowledge about leadership, leadership styles and leadership techniques, the project manager then tries to lead and influence their project team without reflection. The result is unnecessary stress and an overwhelmed project team. Projects always require professional, i.e. conscious and reflective leadership, i.e. line managers who have the knowledge to do so and project managers who contribute accordingly.
This ambivalence is often an expression of a structural conflict of objectives between line and project organisation. While the line is focused on stability, efficiency and resource control, projects pursue change and innovation goals. If the project manager does not have sufficient support from line managers, prioritisation conflicts, resource bottlenecks and delayed decision-making processes can arise. Clear support from line management is therefore an essential prerequisite for the project management team to be able to assert itself.
Due to a lack of knowledge about leadership, leadership styles and leadership techniques, the project manager then tries to lead and influence their project team without reflection. The result is unnecessary stress and an overwhelmed project team. Projects always require professional, i.e. conscious and reflective leadership, i.e. line managers who have the knowledge to do so and project managers who contribute accordingly.
This ambivalence is often an expression of a structural conflict of objectives between line and project organisation. While the line is focused on stability, efficiency and resource control, projects pursue change and innovation goals. If the project manager does not have sufficient support from line managers, prioritisation conflicts, resource bottlenecks and delayed decision-making processes can arise. Clear support from line management is therefore an essential prerequisite for the project management team to be able to assert itself.
Leadership potential and suitability factors of the project manager
Against the backdrop of the described tension between project and line organisation, the leadership potential of the project manager takes on particular significance. Since project managers often operate without disciplinary authority and their role is also characterised by varying expectations, their effectiveness depends to a large extent on personal and competence-related prerequisites, e.g. their leadership potential.
Three potential factors can be used to distinguish promising managers from those who are less suitable:
Leadership competence is demonstrated in concrete actions within the project. These include goal and results orientation, structured planning and control behaviour, professional conflict management, active stakeholder management, and decision-making ability under uncertainty. Since projects are characterised by dynamics, conflicting goals, and interdisciplinary collaboration, a broad and flexible repertoire of actions is required. Project managers must adapt their leadership style to the situation and act effectively on both a professional and social level.
Of particular importance is so-called spin-out behaviour, as it can pose a considerable risk to the person concerned. This refers to patterns of behaviour that limit leadership potential, especially under stress, and, depending on the degree to which they are ingrained in an organisation, can lead to difficulties in one's own career development. The more pronounced such factors are, the greater their number and the lower a person's organisational integration, the greater the risk to their professional development. Such risk factors often become apparent in stressful situations. In a project environment, these include excessive control behaviour in the face of uncertainty, a lack of willingness to delegate, a tendency to escalate when faced with resistance, or withdrawal from conflictual situations. Since projects are regularly subject to time pressure, resource shortages and conflicting expectations, these behaviours have a direct impact on motivation, team atmosphere and, ultimately, project success.
Typical manifestations of such spin-out factors can be seen, for example, in a manager who
The development of this potential is significantly influenced by the number and intensity of professional challenges, especially at the beginning of a career. The decisive factor here is not only the assumption of demanding tasks, but also their reflective processing. Even managers with lower potential have developed competencies, but within a more limited range of variation. They perform well in familiar professional contexts, but quickly reach their limits when faced with novel, complex or structurally changed constellations.
Three potential factors can be used to distinguish promising managers from those who are less suitable:
- Personality dispositions (= personality structure of the manager)
- Leadership competence (= the manager has a broad and flexible repertoire of actions)
- Spin-out behaviour (spin-out factors = behaviours that are detrimental to one's career)
Leadership competence is demonstrated in concrete actions within the project. These include goal and results orientation, structured planning and control behaviour, professional conflict management, active stakeholder management, and decision-making ability under uncertainty. Since projects are characterised by dynamics, conflicting goals, and interdisciplinary collaboration, a broad and flexible repertoire of actions is required. Project managers must adapt their leadership style to the situation and act effectively on both a professional and social level.
Of particular importance is so-called spin-out behaviour, as it can pose a considerable risk to the person concerned. This refers to patterns of behaviour that limit leadership potential, especially under stress, and, depending on the degree to which they are ingrained in an organisation, can lead to difficulties in one's own career development. The more pronounced such factors are, the greater their number and the lower a person's organisational integration, the greater the risk to their professional development. Such risk factors often become apparent in stressful situations. In a project environment, these include excessive control behaviour in the face of uncertainty, a lack of willingness to delegate, a tendency to escalate when faced with resistance, or withdrawal from conflictual situations. Since projects are regularly subject to time pressure, resource shortages and conflicting expectations, these behaviours have a direct impact on motivation, team atmosphere and, ultimately, project success.
Typical manifestations of such spin-out factors can be seen, for example, in a manager who
- places little emphasis on personnel quality when selecting employees or putting together a team.
- is rather distrustful or arrogant towards other people and does not believe in the motivation of employees.
- gives up too quickly, has no patience or perseverance.
The development of this potential is significantly influenced by the number and intensity of professional challenges, especially at the beginning of a career. The decisive factor here is not only the assumption of demanding tasks, but also their reflective processing. Even managers with lower potential have developed competencies, but within a more limited range of variation. They perform well in familiar professional contexts, but quickly reach their limits when faced with novel, complex or structurally changed constellations.
Necessary powers of the project manager
However, even high leadership potential can only be effective if the organisational framework allows it. The formal (decision-making) powers officially granted to the project manager are a key success factor for the project. As the client and the highest responsible authority, top management promotes the success of the project and, by transferring formal powers to the project manager and influencing the composition of the project team, creates the organisational conditions for successful project work.
Project managers do not always have a significant say in the composition of the project team. Time and again, they are simply assigned employees. It would be more conducive to the success of the project if top management were to grant the project manager greater authority at this stage. A strong formal position for the project manager is important for the success of the project, and companies should take this into account more.
However, the project manager must also be sufficiently empowered to influence the information and communication process, planning and control activities, conflicts and changes in objectives. This is where informal powers come into play, which the project manager acquires himself in order to keep the project running.
In practice, there is often tension between delegated responsibility and actual decision-making power. If the project manager is assigned responsibility for results but is not given sufficient authority over resources and prioritisation, a structural leadership deficit arises. Effective project management therefore requires not only formal decision-making rights, but also secure access to human and financial resources and clear organisational legitimacy vis-à-vis line management and stakeholders. Only when responsibility, competence and authority are aligned can the conditions for stable project management be created.
Project managers do not always have a significant say in the composition of the project team. Time and again, they are simply assigned employees. It would be more conducive to the success of the project if top management were to grant the project manager greater authority at this stage. A strong formal position for the project manager is important for the success of the project, and companies should take this into account more.
However, the project manager must also be sufficiently empowered to influence the information and communication process, planning and control activities, conflicts and changes in objectives. This is where informal powers come into play, which the project manager acquires himself in order to keep the project running.
In practice, there is often tension between delegated responsibility and actual decision-making power. If the project manager is assigned responsibility for results but is not given sufficient authority over resources and prioritisation, a structural leadership deficit arises. Effective project management therefore requires not only formal decision-making rights, but also secure access to human and financial resources and clear organisational legitimacy vis-à-vis line management and stakeholders. Only when responsibility, competence and authority are aligned can the conditions for stable project management be created.
Conclusion
The role of the project manager is central to the success of a project. It operates in the area of conflict between clearly defined responsibilities, differing expectations and organisational framework conditions. A clear definition of roles and appropriate decision-making powers are just as crucial as the personal qualities of the person involved.
Project management is therefore neither solely a question of formal structures nor exclusively a matter of individual skills. Only the interplay of clear organisational anchoring and professional leadership skills enables effective project management. Consciously shaping these framework conditions is therefore an essential prerequisite for successful project work.
Project management is therefore neither solely a question of formal structures nor exclusively a matter of individual skills. Only the interplay of clear organisational anchoring and professional leadership skills enables effective project management. Consciously shaping these framework conditions is therefore an essential prerequisite for successful project work.
Author: IAPM internal
Keywords: Project Management