Defining Roles for IT Governance (Part 4)

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Defining Roles for IT Governance (Part 4)

George Jucan, MSc, PMP, OCP

June 5, 2006





Project management is continuously evolving as a discipline, and new roles are emerging to define specialized functions required by the complexity of today's projects, especially in the IT arena. The relationship between projects and the PMO is sometimes the responsibility of a project liaison, with the scheduling of tasks for large project sometimes assigned to a project scheduler and the monitoring of project expenditures done by a cost controller, and so on.  
 
It is not easy to say which of these new roles will become mainstream and which ones will disappear. It is quite possible that many of them will become redundant as project management continues to mature and be recognized as a profession by the business community. But it is also possible that at least some of them will crystallize and be accepted by the community as part of a project's structure.
 
This article's stated intent is to present some of these emerging roles in project management, in no particular order, explicitly avoiding any judgement of usefulness regarding such roles.



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