The Project Manager is one of the most critical roles within the PRINCE2 7 framework, serving as the central figure responsible for the day-to-day management of the project. This role carries significant accountability for delivering the project outputs within the agreed constraints of time, cost, …The Project Manager is one of the most critical roles within the PRINCE2 7 framework, serving as the central figure responsible for the day-to-day management of the project. This role carries significant accountability for delivering the project outputs within the agreed constraints of time, cost, quality, scope, benefits, and risk.
The Project Manager is appointed by the Project Board and reports to them on project progress. Their primary responsibility is to ensure that the project produces the required products to the specified quality standards, within the defined time and cost parameters. They create and maintain all essential project documentation, including the Project Initiation Documentation, Stage Plans, and various reports.
Key responsibilities of the Project Manager include planning the project at both project and stage levels, managing the project on a day-to-day basis during delivery stages, and coordinating work packages assigned to Team Managers. They must monitor progress against plans, manage issues and risks, and escalate matters beyond their authority to the Project Board through exception reports.
The Project Manager serves as the communication hub for the project, liaising between the Project Board, Team Managers, and other stakeholders. They chair regular checkpoint meetings and prepare highlight reports to keep the Project Board informed of progress.
In PRINCE2 7, the Project Manager must also ensure that appropriate governance is maintained throughout the project lifecycle. They are responsible for managing stage boundaries, preparing end stage reports, and recommending project closure when objectives have been achieved.
The role requires strong leadership, communication, and organizational skills. The Project Manager must balance competing demands while maintaining focus on delivering value. They work closely with Project Assurance to ensure quality standards are met and collaborate with Project Support for administrative assistance. Ultimately, the Project Manager transforms the Project Boards direction into successful project delivery.
Project Manager Role in PRINCE2 7th Edition
Why is the Project Manager Role Important?
The Project Manager is the central figure responsible for day-to-day management of a project. This role is critical because the Project Manager ensures that the project delivers the required products within the agreed constraints of time, cost, quality, scope, benefits, and risk. They serve as the vital link between the Project Board and the delivery teams, making them essential for project success.
What is the Project Manager Role?
In PRINCE2, the Project Manager is appointed by the Project Board and has authority to run the project on their behalf. The role exists within the Managing level of the project organization structure. Key characteristics include:
Primary Responsibilities: • Planning and monitoring the project on behalf of the Project Board • Managing the production of required products to agreed quality standards • Ensuring the project remains viable against the Business Case • Preparing and maintaining key project documentation including the PID, Stage Plans, and reports • Managing risks and issues at the project level • Liaising with Programme Management or corporate management as required
How Does the Project Manager Role Work?
The Project Manager operates across several PRINCE2 processes:
Starting Up a Project: Assists in designing the project management team and preparing the Project Brief
Initiating a Project: Creates the Project Initiation Documentation, including the detailed Project Plan and Stage Plan for the initiation stage
Controlling a Stage: Authorizes work packages, monitors progress, manages issues and risks, and reports to the Project Board through Highlight Reports
Managing a Stage Boundary: Produces End Stage Reports and plans for the next stage, seeking authorization to proceed
Closing a Project: Prepares the End Project Report, lessons, and handover documentation
The Project Manager delegates work to Team Managers through Work Packages and receives Checkpoint Reports in return. They escalate matters to the Project Board through Exception Reports when tolerances are forecast to be exceeded.
Key Relationships: • Reports to the Project Board (particularly the Executive) • Delegates to Team Managers • Supported by Project Assurance and Project Support • Works closely with the Change Authority if one is appointed
Exam Tips: Answering Questions on Project Manager Role
Tip 1: Remember that the Project Manager does NOT authorize the project or stages - that is the Project Board's responsibility. The Project Manager manages and monitors.
Tip 2: Understand the difference between Project Manager and Team Manager responsibilities. Project Managers delegate through Work Packages; Team Managers execute the work.
Tip 3: Know which documents the Project Manager is responsible for creating: PID, Stage Plans, Highlight Reports, End Stage Reports, End Project Report, and Exception Reports.
Tip 4: The Project Manager cannot be combined with the Executive role, as this would remove the separation between managing and directing.
Tip 5: When questions mention day-to-day decisions and management activities, think Project Manager. When questions mention strategic decisions and authorization, think Project Board.
Tip 6: Pay attention to scenarios describing escalation - the Project Manager escalates to the Project Board when tolerances are threatened, not when any problem occurs.
Tip 7: In smaller projects, the Project Manager may also perform the Team Manager role, but never the Executive role.
Common Exam Traps: • Confusing Project Manager authority with Project Board authority • Mixing up reporting responsibilities (Project Manager creates Highlight Reports, not Checkpoint Reports) • Forgetting that the Project Manager maintains the Business Case but the Executive is responsible for it