So, once we have our project and it has been approved by upper management as the current initiative, it is up to one person to ensure that the project is completed successfully, and that person is the project manager. The project manager in theory is in charge for the delivery of the project. However, the project manager still needs to report to someone and that someone is the project board, but we will discuss project boards and their role later. The project manager bear responsibility for the project's success. And, for a project to be successful, it must achieve the project's specific goal within the previously agreed-upon time and budget constraints. Everything must fit neatly into the previously discussed project management triple constraint triangle. In fact, by accepting the position of project manager for a project, the project manager implicitly agrees to work within these constraints while still meeting the goal.

It is the project manager's responsibility to assess project constraints, and if a constraint is not achievable, the project manager must explain why to whoever proposed the project and negotiate for additional time, resources, or a change to the goal itself. Of course, a project manager has every right to refuse to lead a project if they believe the gap between set constraints and realistic expectations is too large. In real life, however, time and resources are usually insufficient to complete the task. A project manager is frequently held responsible for multiple projects at the same time.

So, what exactly is meant by "accountable?" The formal definition would be to commit to achieving a specific result and then follow through on that commitment. It is simple enough, but it is much easier said than done. Project managers are responsible not only for their own tasks, but also for all tasks that other parties must work on and finish. Members of the project team, support functions, managers, vendors, and other stakeholders are all included, basically any work that is critical to the project's progress. To ensure the project's success, the project manager must have complete control and visibility overall project-related work and be able to act quickly. When they notice that something is not going as planned, they will be there to help others overcome their obstacles and stay motivated, all while going about their daily business.

The project includes many different people and organizations, but the project manager is the project's face and the point of contact for any questions or concerns about their project. Including all tasks completed by others. But imagine what project managers have to deal with. They must be able to manage work that they may not have prior experience with. They must also manage the experts performing this work and ensure that they deliver on time. Furthermore, they must successfully interact with professionals at all levels of seniority, from office juniors to members of the public all the way to CEOs. They must take ownership of their project and every cog in it. They are held accountable for everything, and with that comes the authority to make decisions and act. But what makes them deserve such power? Their knowledge, skills, attitude, and practical experience.

Let us look at the types of skills and knowledge you will find in a project manager. The first are project management skills and business knowledge. Beginning with Project Manager Fundamentals, leading project work, dealing with project issues, and understanding of the Project Life Cycle. Then there's planning, project critical area quality management, effective communication, and working with project management tools and documents. Topping it off with business analysis skills, business acumen, project manager awareness and knowledge, and industry standards.

The second characteristic is proficiency in workflow management. Examples include business analysis, efficient project work organization, defining who is responsible and the due date. Problem-solving abilities, interpersonal skills, and the ability to motivate the project team are all required.

The final aspect is your strategy and leadership abilities. Negotiation, project management, project portfolio management, working towards the overall program's strategic objectives, influencing shareholders, and promoting the values and benefits of the project or program to the business strategy are just a few examples. These more advanced skills typically develop after a project manager has gained experience and is able to connect previously unseen dots.

It is important to note that this is not a definitive order, but rather a rough example of how a project manager's skills evolve over time and experience. Starting with the first, a project manager is more likely to gain fundamental knowledge first, then move on to planning, and finally to the second because they have learned to communicate through execution. The project manager is learning skills from both areas at the same time. However, if the project manager wishes to focus on strategy and leadership, the order may change. It is nearly impossible for a project manager to stop learning and improving across the board. That is a lot of skills and knowledge, but keep in mind that not everything in project management is about skills. We could have the world's smartest or most skilled project manager, but if they do not have people skills, the team will get very little done. The project manager's attitude, as well as their professionalism, are critical.

We have spoken a lot about the project manager and their role in a project being successful, however let us remember that the success of a project is not down to the project manager, the success if down to everyone that has been involved in the project, so success is a team effort and not solely the effort of a single individual.