The Project Manager’s “Unofficial” Job Duties
The functional competencies listed in Figure 3-3 represent offi-
cial dutiesof the typical project manager. In fact, if your organi-
zation has developed a job description for project managers, it
probably includes many of these functional competencies. What
you won’t find in job descriptions are the unofficial duties that
project managers perform in the course of carrying out their
mission. Let’s examine some of the key ones (somewhat tongue
in cheek).
Babysitter—This refers to the apparent need to provide close
guidance or detailed instructions to certain individuals. This
situation results from any number of root causes. The target
may be underqualified, lack confidence, or simply crave atten-
tion.
Salesperson—There will be times when you’ll have to rely
heavily on your ability to influence others to sell an idea, sell
yourself, or perhaps sell the virtues of project management.
Most of your selling situations will be helpful and have positive
outcomes. However, if you find yourself spending too much
time selling project management, that may signal deeper under-
lying problems, such as issues of trust or confidence. If most of
the selling you do is to your management, you’re in trouble.
This is a signal that your life as a project manager may be
exceptionally challenging.
Teacher—This is an example of an unofficial role that actually
yields positive results. In fact, superior project managers will be
able to educate and develop those they work with as they man-
age the project. Acquire this skill or reputation and you’ll be in
very good shape.
Friend—Maintaining friendships and professional relationships
with the same people is difficult. However, if you can do it,
you’ll benefit greatly. In Chapter 2, we discussed the value of
the informal network of communication. An open, informal, and
comfortable communication linkage is much more likely to
44 Project Management