An investigation into the role of the project manager: a comparative study of project leadership, organisation and culture in UK defence contractors and engineering constructors

The study was based on 59 interviews with project managers and directors in 20 companies across 2 broadly comparable UK industries: defence contracting and engineering construction (especially oil and petrochemicals). Project managers were found to occupy four basic roles: team leader, strategic leader, client interface and project champion. Contrary to the impression given in the project management literature, their direction of a distinct `lq project team was largely limited to direct subordinates who actually managed functional subteams semi-autonomously. Project managers were at least as concerned with formulating strategy, management reporting and negotiating with project stakeholders - a role akin to general management, albeit on a contract-specific scale. In contrast with earlier studies, planning and control systems were used almost universally to integrate these activities (termed `lq delegation through the system) and thereby emphasised the project agenda above and beyond the often limited authority of the project unit. However, there were reservations that this technology was merely a tool rather than a substitute for managerial skill and that it often created resentment from functional contributors who were effectively supplying the data through which they were monitored. In a highly competitive climate, project management was justified on the grounds of meeting client demands, creating business and increasing accountability. Conformity to project objectives was emphasised above competition which was dismissed as a source of dissent. Although the matrix still had many mechanistic tendencies (enshrining a project-focused hierarchy), it had provided the responsiveness required by contractors. In the engineering constructors, the main trade-off was between control and the high cost of the dedicated task force and in the defence contractors, it was between the technical autonomy and efficiency of projects spread across functions.