The project manager appears to be responsible for the entire environment surrounding a project: initiation, implementation, project management organization and aftercare. These are many responsibilities that are assigned to the project manager. If you then ask any employee in an organization to further describe those responsibilities, it turns out that many different descriptions are used.
The description of the more precise interpretation of the position of project manager often does not correspond to reality. The position appears to be a mysterious hodgepodge of tasks and responsibilities.
Each project has a client and a project manager who together provide a project letter; this describes time, scope and money. The project manager is explicitly instructed to carry out the project within these frameworks and to report on this to the client.
The question now arises how the project manager can take care of all this. The answer is actually very simple: he won't!
Some of his tasks are delegated to a project controller and usually a PMO (project management support) has also been set up.
The project controller is the business conscience of a project. He / she ensures that all preconditions are met and monitored. This includes a workable project structure, planning, accountability for budget and its utilization, ensuring proper communication, and so on. However, the most important function is to properly set up a risk management system, in which not only the risks are identified and weighted on the basis of impact and probability, but also the mitigating measures are identified.
He ensures continuous communication about risks, because these can make and break a project. A second important task of the project controller is to set up a change management system, in which changes to a project are recorded in time, money and impact and for which explicit approval must be arranged.
What can you compare a project controller with and what is the level of a good project controller? Obviously, this depends on the size and complexity of the projects. As an example, you can say that the weight of the implementation for a project controller of a medium-sized project, let's say a housing project with several homes, is comparable to a business controller of an organization with approximately 100 employees. However, if you want to compare a project controller of an international project, with multiple project locations in a high degree of complexity, with someone in a “normal” organization, you will soon come across a CFO-like officer in a club with 500+ employees.
The project manager and project controller have a back-to-back relationship for the duration and execution of a project, in which they desperately need each other to make a project a success and to stay within time, scope and money. In that respect, the comparison with a company is also possible here: the CFO and the CEO form the daily management and ensure the success of the day-to-day operation.
I imagine you would like to rethink and appreciate the role of the project controller within your organization. Please contact Lagant Management Consultants for this.
Some of his tasks are delegated to a project controller and usually a PMO (project management support) has also been set up.
The project manager appears to be responsible for the entire environment surrounding a project: initiation, implementation, project management organization and aftercare. These are many responsibilities that are assigned to the project manager. If you then ask any employee in an organization to further describe those responsibilities, it turns out that many different descriptions are used.
The description of the more precise interpretation of the position of project manager often does not correspond to reality. The position appears to be a mysterious hodgepodge of tasks and responsibilities.
Each project has a client and a project manager who together provide a project letter; this describes time, scope and money. The project manager is explicitly instructed to carry out the project within these frameworks and to report on this to the client.
The question now arises how the project manager can take care of all this. The answer is actually very simple: he won't!
Some of his tasks are delegated to a project controller and usually a PMO (project management support) has also been set up.
The project controller is the business conscience of a project. He / she ensures that all preconditions are met and monitored. This includes a workable project structure, planning, accountability for budget and its utilization, ensuring proper communication, and so on. However, the most important function is to properly set up a risk management system, in which not only the risks are identified and weighted on the basis of impact and probability, but also the mitigating measures are identified.
He ensures continuous communication about risks, because these can make and break a project. A second important task of the project controller is to set up a change management system, in which changes to a project are recorded in time, money and impact and for which explicit approval must be arranged.
What can you compare a project controller with and what is the level of a good project controller? Obviously, this depends on the size and complexity of the projects. As an example, you can say that the weight of the implementation for a project controller of a medium-sized project, let's say a housing project with several homes, is comparable to a business controller of an organization with approximately 100 employees. However, if you want to compare a project controller of an international project, with multiple project locations in a high degree of complexity, with someone in a “normal” organization, you will soon come across a CFO-like officer in a club with 500+ employees.
The project manager and project controller have a back-to-back relationship for the duration and execution of a project, in which they desperately need each other to make a project a success and to stay within time, scope and money. In that respect, the comparison with a company is also possible here: the CFO and the CEO form the daily management and ensure the success of the day-to-day operation.
I imagine you would like to rethink and appreciate the role of the project controller within your organization. Please contact Lagant Management Consultants for this.
Some of his tasks are delegated to a project controller and usually a PMO (project management support) has also been set up.
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