The project manager should perform the following key, high-level functions. · Ensuring that the project is subject to review at appropriate stages. o Ensuring that the project team is subject to review at the key decision points identified that he/she considers necessary. o Making certain that any recommendations or concerns from reviews are met or addressed before progressing to the next stage. · Project Manager of the project o Ensuring that the aims of the planned change continue to be aligned with the business, and establishing a firm basis for the project during its initiation, definition and installation. o Securing the necessary investment/buy-in for the project. · Project Manager of the Project Organization Structure and Logical Plans o Ensuring that there is coherent project organization structure and logical plan(s) o Engaging with the work of either project initiation (in a project environment) o Establishing and maintaining a collaborative relationship with the business manager (where appointed) to align the governance of the two organizations. · Monitoring and Control of Progress o Monitoring and controlling the progress of the project implementation at a strategic level (at an operational level this is the responsibility technical specialists): the project manager is responsible for providing regular reports. There will be inevitable issues that arise requiring the project manager’s advice, decision-making and communication with senior stakeholders, including the business manager. o Chairing the project (or program) board. · Project Conclusion o Formally closing the project and ensuring that the lessons learned are documented within the ‘end of project’ evaluation report: closure requires formal sign-off by the project manager that the aims and objectives have been met and that lessons learned are documented and disseminated. o Planning the post project review(s) when the entire benefits realization process will be assessed. · Post Implementation Review o Ensuring that the post implementation review takes place, the output is forwarded to the appropriate stakeholders and the benefits have been realized: the project manager is responsible for commissioning and chairing these reviews and ensuring the relevant personnel are consulted and involved in the review process. · Problem Resolution and Referral o Referring serious problems upward to top management as necessary in a timely manner o Regular consultation will be required between those delivering the change and the stakeholders and sponsors. o Ensuring that the communication processes are effective and linkages are maintained between the change team/s and the organization’s strategic direction. o Regular dialogue with the business manager to minimize customer-supplier problems by timely resolution.