The Project Manager is responsible for delivering the project, with authority and responsibility from the SRO and Project Board to run the project on a day-to-day basis.


The project manager is responsible for delivering the project. They lead and manage the Project Team, with authority and responsibility from the Project Board, to run the project on a day-to-day basis.

The project manager has a role in interfacing between the project and the relevant business area. They should communicate the need for change within the business area alongside the delivery of any new capabilities.


The project manager, operating within agreed reporting structures, is responsible for:

  • designing and applying appropriate project management standards for incorporation in the Gateway Review Process
  • managing the production of the required deliverables
  • planning and monitoring the project
  • adopting any delegation and use of project assurance roles within agreed reporting structures
  • preparing and maintaining project, stage and exception plans as required
  • managing project risks, including the development of contingency plans
  • liaison with programme management (if the project is part of a programme) and related projects to ensure that work is neither overlooked nor duplicated
  • monitoring overall progress and use of resources, initiating corrective action where necessary
  • applying change control and configuration management processes
  • reporting through agreed lines on project progress through highlight reports and end-stage assessments
  • liaison with appointed project assurance representatives to assure the overall direction and integrity of the project
  • maintaining an awareness of potential interdependencies with other projects and their impact
  • adopting and applying appropriate technical and quality strategies and standards
  • identifying and obtaining support and advice required for the management, planning and control of the project
  • managing project administration
  • conducting a project evaluation review to assess how well the project was managed
  • preparing any follow-on action recommendations for construction projects the project manager also provides the interface between the project sponsor and the supply side of the project team.

Skills and attributes

The project manager should be able to:

  • apply a structured approach (such as PRINCE2) to the specific requirements of the project
  • establish a good working relationship with the Senior Responsible Owner
  • direct, manage and motivate the project team
  • develop and maintain an agreed project plan and detailed stage plans
  • understand and apply business case and risk management processes
  • tailor expert knowledge to meet specific circumstances
  • plan and manage deployment of physical and financial resources to meet project milestones
  • build and sustain effective communications with other roles involved in the project
  • apply quality management principles and processes


For programme management, the recommended standard for the Northern Ireland public sector is Managing Successful Programmes (MSP). The PRINCE2 methodology should be used for project management generally. For construction projects the principles and procedures set out in in the Achieving Excellence initiative should be followed.

The project manager should be appropriately trained in project management techniques and processes. For substantial projects, accredited training such as PRINCE2 Practitioner and the APM’s equivalent should be considered. It is essential that the skills and experience of the project manager are matched to the requirements of the project and the business should fund appropriate training.

For further information on training and resources see: Commercial Delivery Group: Training & Support

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