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Project management describes the management task in the project. It is subject to the management cycle of the project's duration, which consists of plan > do > act > control, though for a limited period.
The same methods and measures also describe program management, though clearly must more normatively and with longer lifespans across multiple projects. The project manager is typically also responsible for line tasks, whereby the project manager is only appointed and given a mandate over the project order and for the duration of the project. Moreover, at the conclusion of the project, after achieving the scope and project objectives, the project manager is released.
Depending on their hierarchical position in the project and task profile, the project management office staff, project manager, sub-project leader or project leader and program manager are distinguished from each other. All of them are granted a set of tools and methods that, for example, can also be certified by Prince (2).
The project manager controls all aspects of the project:
Depending on project size, number of project staff and sub-projects, the task of the project manager may be more normative or more operational. The project manager is responsible for the project culture, the set of basic rules – project governance. He keeps track of the process model, gives out templates, and is responsible for the structure of the project or also for planning, project start, controlled implementation and project end. He may partially or solely responsible for all of this.
He is supported by the project manager and testing manager. In modern software development models, the product owner and scrum master, who controls the development methodology, also play a role.