A project manager is always responsible for the full implementation of the project right from the initiation point to the delivery or completion. In IRTC Manufacturing Enterprises, the role of the project manager is to ensure that the upgrading process of the company’s billing and customer service system are done within the given tie period. The process involves a series of activities, and there are costs allocations that are done to enable project implementation process run smoothly. The project manager has a set of procurement management activities to fulfill. These procurement activities could be similar to past activities fulfilled by the manager. It may not be necessarily be the role of the project manager. Some roles could be fulfilled by other members of the organization. As the project manager, there are some procurement related activities that the project manager will be expected to fulfill as the project implementation process unfolds. These activities are arranged in terms of priority and the time they need to be performed to ensure the project yields desirable results.
The project manager has past experience in the upgrading process of the company’s legacy billing system. The project manager was in charge as the billing system was upgraded based on vendor schedules. The upgrading process would take between 9 to 12 weeks because the manager would have a team of two specialist full time employees to run the process. Therefore, the project manager had the procurement roles of overseeing the upgrading of the system. He would supervise two full time employees over a period of 9-12 weeks. The manager was also responsible for the business analysis, testing of the project, and was the developer of the project. These procurement management activities in the past are not different from the current ones.
The roles of procurement management were supposed to be fulfilled strictly by the project manager. However, the project manager only has the overseeing role. The manager can allocate duties and supervise how they are implemented. The manager had a team of two employees on a full time basis. The two employees would handle all the technical duties of upgrading the legacy billing system. Initially, the project only involved the billing system. The role of project developer, analyst and testing of the project were allocated to any other individual in the absence of the project manager. This implies that the manager had full control over the project from its inception till completion.
With the new project to be undertaken the project manager will have further responsibility in ensuring that the project is implemented to the later. The project manager will be responsible for all financial allocations to the project activities. Therefore, he would be required to conduct project cost analysis. For example, the manager will have to know the payment rates for all employees who would be working in the project. The budgeting for vendor resources will also be conducted by the manager, who will be required to allocate $100000 for the purchase of vendor resources.
The project manager will also be expected to adhere to the company’s standard methodology when overseeing the upgrading process of the system. The manager would have to develop and deliver proper training and documentation of material. This activity is done by the IT training group of IRTC. The manager would have 5 employees on a full time basis to achieve this procurement activity. The manager will be able to purchase required material worth up to $6500 from the vendor to accomplish this activity.
The manager will be tasked with allocating roles and duties in the new project and establish the steering committee and sponsor of the project. The manager will have to form a steering committee comprising of members from the Billing department and the customer service department. The manager will select his team of IT specialists and vendors. The manager will then allocate roles to his staff based on the manner he expects the project to be run. However, this will be dependent on the budget available.
Activities that form the basis of the project should be fulfilled immediately. These activities include the formation of the steering committee and the sponsor of the project. This activity is important because it forms the basis of role allocation in the project. The manager will also have to establish the role of the Billing department and that of the customer service department in owning applications and sponsoring the upgrade process. The identification of proficient staff from billing and customer service departments to help in web applications will also be necessary immediately. The budgeting process must also be done immediately to ensure the project plan has a proper outline from the beginning.
Therefore, project planning, execution and closure is an important process that requires proper management. The project manager must understand their procurement related activities and implement them effectively to attain optimal results of the project. The order of identification and fulfillment of activities should also be adhered to basing on their priority and urgency.
References
Panneerselvam, & Senthilkumar. (2010). Project Management. New York: PHI Learning Pvt. Ltd.
Westland, J. (2007). The Project Management Life Cycle: A Complete Step-By-Step Methodology for Initiating, Planning, Executing & Closing a Project Successfully (illustrated, reprint ed.). New York: Kogan Page Publishers.
Young, T. (2010). Successful Project Management: Apply Tried and Tested Techniques Develop Effective PM Skills and Plan Implement and Evaluate (3, illustrated ed.). New York: Kogan Page Publishers.
