The role of the project manager: all things to all people?

Abstract

Purpose

Writers over the years have sought to define the nature and roles of a project manager. The attempts at these definitions have been based on rather historic writings of what a manager should do. This paper seeks to provide an up‐to‐date understanding of the current roles of a construction project manager.

Design/methodology/approach

A literature review is used to develop a time role analysis matrix which is completed by 24 project management staff working for a multi‐national contractor located in west‐central Scotland.

Findings

What becomes clear from this research is that the definition of the actual roles is vague and poorly defined and the role basket is loose with each project shaping the final range. The research shows that the number of roles undertaken by a project manager changes with age and also the nature of the roles undertaken moves with the maturity of the project manager.

Practical implications

The historic view of what roles project managers undertake needs to be moulded in light of the findings from this research. Specifically, the rather low response to the basket of commercial roles suggests that these functional areas are being addressed elsewhere in the project team.

Originality/value

The paper provides a snapshot of practising project managers from one geographic location and wider research needs to be undertaken to ascertain the broader view.

Citation

Sommerville, J., Craig, N. and Hendry, J. (2010), "The role of the project manager: all things to all people?", Structural Survey, Vol. 28 No. 2, pp. 132-141. https://doi.org/10.1108/02630801011044235