PROJECT MANAGER JOB DESCRIPTION AS ONE OF PROJECT MANAGEMENT KEY SUCCESS FACTORS

The article discusses the practical aspects of profiling knowledge in project management, taking into account competence and experience for various categories of professionals involved in project management. Very often, project managers are forced to not only manage the project, but also train the project team members or help them develop their best skills to achieve the project goal. It is shown that success of project activities of organizations substantially depends on the professional personnel training and the proper formation of project participants' job descriptions. In addition to the formal responsibilities outlined in the basic project management methodologies the project manager plays an important role in the interaction between the project and the business area.Market pressure on project activities is associated with a rapid reduction in the life cycles of technologies and products, which significantly increases the responsibility of project managers for the ultimate fate of their project outputs. The employees’ knowledge, skills and competencies are the basis for the development and improvement of any organization. In this case, more and more situations arise when, under extremely short deadlines, it is necessary to make a decision on the project team formation and on the selection of the project manager. When executing projects, there is always a need to coordinate the work of managers, staff and project team. To do this, organizations develop the rules of interaction and managers’ responsibilities, as well as determine the managers’ responsibility for various types of work. The responsibilities of managers are fixed in the job descriptions, which serve as the basis for the formation of responsibility matrices. At the same time, the fulfillment of the type of work specified in the instruction must be supported by the performer’s certain competence. A general concept of forming job descriptions is proposed. Each instruction point is formed at the intersection of three coordinates: the performer, the work and the competence. A Markov model for changing the project manager’s states has been developed, which describes the system using homogeneous Markov chains with discrete states and time. Discrete states form a specific structure of communications and interaction of project processes, which take into account the system topology and contextual features of the processes of project activities.