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Job |
Responsibilities |
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Chief Executive Officer (CEO) |
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This position is the top executive position, responsible for the overall direction
of the business and for achieving maximum return on invested capital. Leads the
efforts of the senior executives and works with them to develop current and long-range
objectives, policies, and procedures for the organization. Represents the organization
to its customers, the financial community, and the general public. |
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Chief Information Officer (CIO) |
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Identifies changes and trends in computer and systems technology and interprets
their meaning to senior management. Participates in overall business planning bringing
a current knowledge and future vision of technology and systems as related to the
organization's competitive position. Determines long-term organization-wide information
needs and develops overall strategy for information needs, systems development and
hardware acquisition, and integration including mainframe, mini, macro, and client/server
computing applications. Acts to assure integrity of organization data, proprietary
information, and related intellectual property through information security and
access management. Acts as highest interface with non-technical user functions in
determining overall information systems approach. Frequently reports to a Chief
Executive Officer. |
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Director of Project Management Office (PMO) |
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Responsible for the operations of the organization's Project Management Office.
May also be responsible for the organization-wide integration of consistent project
management methodologies and terminology. |
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Portfolio Manager |
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In the extreme case, will be responsible for the management of the entire set of
projects undertaken by an organization or division in a manner that optimizes the
ROI from these projects and ensures their alignment with the organizations strategic
objectives. Particularly in large organizations, a Portfolio Manager may only have
responsibility for a subset of the organizations projects and their alignment to
organizational strategic objectives. While the portfolio of projects may share resources,
they may have diverse objectives and may be operationally independent of one another.
A Portfolio Manager may interact with senior managers, executives, and major stakeholders
to establish strategic plans and objectives for an organization. May also be responsible
for the organization-wide integration of consistent project management methodologies
and terminology. |
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Program Manager |
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Responsible for the coordinated management of multiple related projects, and in
many (most) cases, ongoing operations which are directed toward a common objective.
Works with constituent Project Managers (who are responsible to the program manager
for the execution of their project and its impact on the program) to monitor cost,
schedule, and technical performance of component projects and operations, while
working to ensure the ultimate success of the program. Generally responsible for
determining and coordinating the sharing of resources among their constituent projects
to the overall benefit of the program. Usually responsible for stakeholder management,
particularly stakeholders external to the organization. |
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Project Manager III |
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Under general direction of either a Portfolio Manager or in some cases a Program
Manager, oversees high-priority projects, which often require considerable resources
and high levels of functional integration. In addition to duties of a Project Manager
II, takes projects from original concept through final implementation. Interfaces
with all areas affected by the project including end users, distributors, and vendors.
Ensures adherence to quality standards and reviews project deliverables. May communicate
with a company executive regarding the status of specific projects. |
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Project Manager II |
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Under general supervision of either a Portfolio Manager or a Program Manager, oversees
multiple projects or one larger project. In addition to duties of Project Manager
I, responsible for assembling project team, assigning individual responsibilities,
identifying appropriate resources needed, and developing schedule to ensure timely
completion of project. May communicate with a Senior Project Manager, Functional
Area Manager, or Program Manager regarding status of specific projects. |
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Project Manager I |
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Under direct supervision of a more senior project manager, a Portfolio Manager,
or a Program Manager, oversees a small project or phase(s) of a larger project.
Responsibility for all aspects of the project over the entire project life (initiate,
plan, execute, control, close). Must be familiar with system scope and project objectives,
as well as the role and function of each team member, to effectively coordinate
the activities of the team. |
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Project Management Specialist |
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Responsible for a specific area of project management (i.e., scheduling, cost management,
risk management, etc.). Supports the Project Manager and their associated projects. |
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Project Management Consultant |
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Acts as internal or external consultant to one or more levels of program or functional
management in the areas of project planning, management, best practices, execution
and analysis. Is likely to have held senior project management positions at one
or more organizations before becoming a consultant. |
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Functional Manager |
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Responsible for the operations of any of the organization's functional groups (e.g.,
Accounting, Human Resources, Information Technology, etc.). May also be responsible
for the organization-wide integration of policies and procedures related to the
functional group.
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Educator/Trainer |
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Primarily responsible for educating students, practitioners, or internal training
professionals in the field of project management. Usually highly experienced and/or
educated in project management. An educator is likely to work in a university or
an educational institution setting. A trainer is likely to work as a part of a consulting
organization or work within an organization as an internal trainer. |
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