Systems Analyst as a Project Manager

A Systems Analyst as a Project Manager

Primarily, we are already aware of the on what is a system analyst, the skills and characteristics that must be acquired in order to become a system analyst, as well as the role of a system analyst in the success or fall down of a system of a company. But then, we are not that familiar of the work of the systems analyst as project manager. To further understand the differences and the similarities (if there is any) of a systems analyst and the project manager, let me first define each.

Systems Analysts

Systems analysts figure out how to use computers to get things done. They tell businesses and other organizations which computers and software to buy, and they decide how to get those tools to work together. Computer systems analysts start their work by asking people what they need their computers to do. Then, they plan a computer system that can do those tasks well. A system can include many computers working together and different types of software and other tools. Computer systems analysts work in offices or computer labs. Some work from home. Working on a computer for a long time can give these workers eye, back, or wrist problems. Sometimes, these workers work long hours to get a project done on time. Analysts usually work as part of a team.

Many computer systems analysts have a college degree in computer science, information science, or management information systems. Some analysts get college degrees in other subjects. Then, they take computer classes and get computer experience.

Analysts need to understand computers, math, and planning. They need to know math so that they can solve problems and figure out how much computer power different systems would use.

Logical thinking skills are also important. Analysts need good speaking and writing skills, too, so that they can explain their systems and give good instructions.

Project Managers

* The Project Manager is the person responsible for managing the project.

* The Project Manager is the person responsible for accomplishing the project objectives within the constraints of the project. He is responsible for the outcome (success or failure) of the project.

* The Project Manager is involved with the planning, controlling and monitoring, and also managing and directing the assigned project resources to best meet project objectives.

* The Project Manager controls and monitors “triple constraints”—project scope, time and cost(quality also)—in managing competing project requirements.

* The Project Manager examines the organizational culture and determines whether project management is recognized as a valid role with accountability and authority for managing the project.

* The Project Manager collects metrics data (such as baseline, actual values for costs, schedule, work in progress, and work completed) & reports on project progress and other project specific information to stakeholders.

* The Project Manager is responsible for identifying, monitoring, and responding to risk.

* The Project Manager is responsible to the project stakeholders for delivering a project’s objectives within scope, schedule, cost, and quality.

* The reporting structure of a Project Manager change depends on organizational structure. He may reports to a Functional Manager or to a Program Manager.

A successful Project Manager must simultaneously manage the four basic elements of a project: resources, time, money, and most importantly, scope. All these elements are interrelated. Each must be managed effectively. All must be managed together if the project, and the project manager, is to be a success.

• Resources
  it talks about the people involved, equipments and materials that will be used
• Time
  it defines the task durations, dependencies, and critical paths
• Money
  it describes the costs, contingencies, and profit
• Scope
  it identify the project size, goals, requirements

Most literature on project management speaks of the need to manage and balance three elements: people, time, and money. However, the fourth element is the most important and it is the first and last task for a successful project manager. First and foremost you have to manage the project scope.

The project scope is the definition of what the project is supposed to accomplish and the budget (of time and money) that has been created to achieve these objectives. It is absolutely imperative that any change to the scope of the project have a matching change in budget, either time or resources.

Skills of a Project Manager

According to Verzuh (1999, p.30) "The project manager is the catalyst-the initiator who lifts the entire project and puts it into motion." He also stated "energy and attitude gives the project manager power."

According to Vitella (2001), a project manager must have the following skills to succeed:

• Leadership - inspiring others to create a vision and strive to achieve the goals
• Good communication - ability to provide valuable information related to the project status in a timely and effective manner
• Conflict resolution skills - assisting in resolution of any project conflicts so that the project team members all feel part of the process and want to remain involved in the project
• Negotiation skills - maintaining relationships with people who are involved in the project
• Team building - assists the team members in understanding their roles and responsibilities on the project and work collaboratively
• Listening skills - using good listening skills to truly hear and try to understand what others on the project are trying to say
• Relationship management - capable of working with all levels within the organization by building relationships with them.

Melymuka (2000) assists in identifying other skills project managers need to be effective. These include:

• Ability to influence without having authority
• To hope for the best but prepare for the worst
• To manage, motivate and organize people
• Possess core competencies in project related fields and business management
• Persuasion techniques - influencing without direct authority and obtaining win-win situations
• Generosity - share the glory, share knowledge, and don't blame others
• Vision - understanding what needs to be done and how to get it done
• Flexibility - capable of changing to fit the situation for the good of the project
• Humor - seeing humor in events, laughing and going on
• No Sweat - appearing like a duck on the surface but paddling like crazy under the water

As we read the above mentioned definitions and skills of project managers, they almost have the same roles. As of Sir Donald Alforque, the systems analyst that we interviewed, a project manager is the one who manage a group of systems analyst. He is the one who organize the group, making sure that each has something to contribute. While a system analyst will have to know what a project manager is doing or the responsibilities of a project manager because in case the project manager is on leave or not around, the system analyst has the right to act as the project manager for the meantime.

Reference:

http://leadershipchamps.wordpress.com/2008/02/29/roles-and-responsibilities-of-a-project-manager

http://www.maxwideman.com/guests/servant/skills.htm