What is a Project Manager?

What makes a Project Manager?

As with many roles, the job description can be, at best, a guide and, at worst, not reflective of reality.  Often the detailed job description for a project manager can vary widely between disciplines and institutions and the tasks expected to be undertaken will often depend on the organisational support available. A project manager will have many masters throughout the duration of a project. However, they are ultimately accountable to their line manager (institutional responsibilities) and the governing body of their project (wider project management responsibilities).   As the key day-to-day point of contact, they should be able to ability to identify and manage any internal politics and divides, which may arise through the duration of the project. The management and resolution of such things can often depend heavily on the many of the interpersonal and soft skills of a project manager. Undertaking training in conflict management and emotional intelligence amongst others can be very helpful.

An exceptional level of the following skills are beneficial for effective project management:

• Planning and organisation (including time management)
• Problem solving
• Self-starter with ability to function autonomously where appropriate
• Strategic thinker able to process and solve complex challenges
• Interpersonal and networking
• Oral and written communication
• Risk management
• Ability to organise, host and manage large scale/small scale meetings and events
• IT Skills

This list could be endless!

Things to consider:

• As soon as you take up your position, meet with your line manager and clarify their expectations around your role
• Make an effort to hold introductory meetings with relevant people across the project as soon as possible – this includes any Deputy Directors, work package leaders and partner organisations
• Clarify the financial tracking and invoicing responsibilities for the project – are you expected to manage/track the overview of expenditure and budgets directly or do you have a financial support team in place or?
• Identify training needs up front.

 As a project manager (in a higher education research setting especially), membership of ARMA (UK) - the professional association for research management in the UK – can be useful. ARMA represents research leaders, managers and administrators, offering professional development and opportunities to build networks, knowledge and skills. Their aim is to work with UK-wide and international bodies to influence and understand the changing research management agenda, translating the impacts of that change for their members. ARMA provide a wide range of membership benefits and development opportunities, including regular e-news, social media channels, a member magazine, the Professional Development Framework, a jobs mailing list and an Annual Conference.

For those based in a clinical setting, the NHS R&D Forum connects, supports and represents those in research and development roles who are working to benefit patients and the public by enabling healthcare research and innovation to happen in the UK. The Forum shares and develops resources, creates standards, supports colleagues, and provides a quality learning and development programme that includes training, symposia, networking opportunities, events and roundtable discussions.  [It may be worth checking out the slightly outdated publication “Research for all: Sharing good practice in research management” from July 2017 published by the Royal College of Physicians and the NHS R&D Forum.]

NB: Occasionally ARMA and NHS R&D Forum hold joint events. 

Additional NB: In the case of UKPRP Consortia and Networks, the role of a Project Manager is variously referred to as a Consortium Manager or Network Co-ordinator – however the responsibilities, in the main, fit those ascribed to a Project Manager.