The project scope clearly defines the parameters for the project manager to adhere to the accordance of the project charter – . that is authorizing such an initiative within outline confinements.
In the enclosed review of what, how, and when certain needed skills or knowledge is warranted to defining how critical a project manager is to a project will show its overall importance in reaching success (Savory and Butterfield 1998). The focused areas are knowledge and application that outline the needed awareness in critical points that presents challenges from a less skilled profession to remedy a particular situation. In such an analysis, the outcome will provide an understanding of the true reasoning by the assumption that a project manager is a proactive measure to facilitating the project scope (Thill and Bovee, 2007). The evaluation of all the needed processes, interventions, identifying, traceability and monitoring – that has the definitions of what required skills are necessary to be deemed a capable project manager.
The usage of core project management tools is essential to effectively monitor the progress of the project. The project manager’s awareness of controversies is an important standpoint for the ability to showing how connections and distinctions relate to differences in a functional environment (O’Conor, 2000). The required knowledge and usage of application is the main pursuit of demonstrating the right skills necessary for identifying all needed tasks. It is in the identified and required tasks that dictates the necessary deliverables. Further, it is in the realm of many deliverables providing the assessment to the skills involved in meeting the set deadline of completion.
The true understanding of the defined processes for making the project successfully happen provides the matrix to form the right strategy of execution (Thompson and Bunker, 2006). The project manager’s skill set is in the decision making ability that will determine a successful outcome that will occur or an unsuccessful outline. .  .