If we were to make generalizations on the role of project manager within every organization What roles should include?As per the PMI PMBOK Guide according to the PMBOK The phrase "project" is plans that are an ongoing effort to create unique products or services. Each project that requires expert management and not simply a list of tasks , requires cooperation and accountability. It must be completed in the time, of the budget and in accordance with quality requirements and more. Therefore, we need to play at minimum two roles to be performed, and they will be the ones performing real teamwork.

Team members and the one who is responsible for leading as well as managing the work as well as ensuring that the objectives of management are met The project manager.

As per the PMI PMBOK Guidelines as per the PMBOK The PM is the person appointed by the organization managing the project to hold the team responsible for the success of the project's objectives. The best method to become an effective project manager is to take the PMP Certification training.

Team members help the project manager with executing the duties of the project in order to achieve its objectives.

The projects are completed in a specific place. If it's an internally-developed project that is created using internal resources, these resources belong to the business unit that is a part of the company. In the event that the undertaking for a buyer , the seller uses the resources from the business unit as well. If the project is cross-departmental, the ideal practice is to establish one business unit that has its own leadership and accountability. I'm able conclude that there should be an accountable Business Unit accountable, with the leader who has an independent role that is referred to as functional managers.

The primary goal of a Functional Manager is to direct and controlling the use of resources to meet the goals of the company or budget. As per the PMBOK Guide, A Functional Manager is a person who is the manager of the unit of an organization within a functional organisation. The person in charge of any organization that makes products or services. Sometimes they are known as line managers.

In the world in consulting management it's often used to refer to clients as suppliers to describe organizational processes and the functions. Project management also uses the terms of these kinds including project demand management and project supply management to divide the tasks of a project into two groups.) the ones who create projects and monitor the progress of projects through demand management) those who use resources to execute projects - and supply management.

It is clear that Team members project managers, Team members, and Team members are members of the the supply control side. Functional managers also reside on the Demand management.

Let's talk a bit about control of demand for projects:

The organizations that are involved have responsibilities that are focused on managing the demands for projects. Each project that is likely to be considered should be assessed and prioritized, as it isn't worth the effort to complete every single one. There should not be enough resources. Demand managers don't like the word " Project" they prefer words such as idea initiative or commercial bid, etc. Managers of projects typically say "the project is currently in the process of being initiated" to indicate the project isn't officially approved, which can be an area of confusion for professionals in demand management.

It's recommended to alter the terms used in this situation. I will use the words Request for all items of demand management, and Project for all items of supply management. They are exactly the same thing, but using different terminology.
In accordance with the PMBOK According to the PMBOK, according to the PMBOK, a Project Management Office (PMO) is an organizational structure designed to standardize project management and allows sharing of processes, resources, tools and techniques.

On the other hand, on our Supply Management side, there are two positions that are focused specifically on portfolio as well as program management. According to the PMBOK Guide:

The term program is used to describe the program as a collection of closely related programs and sub-programs or activities of the program which are coordinated in a manner to gain benefits that are not achievable through their own management.
The portfolio comprises of programs and projects that are sub-portfolios of portfolios and operations which are coordinated in order to meet strategic objectives.

So there are two roles when it comes to managing supply The other is the Portfolio Manager. The hierarchy can be seen between these three roles, namely PfM, PGM, and PM. Each project could comprise a single program or be part of one or all portfolios. But the program could be part of either zero or to one of several portfolios.  In-depth knowledge can be acquired with better preparation from the  PMP training in Bangalore.