Sue Conger's "The New Software Engineering"
Read "Chapter 3: Project Management" (pages 57-82).
As discussed, the software engineer and the project manager provide complementary skills and work collaboratively on shared activities. The three main activities of the project manager are organizational liaison, personnel management, and project monitoring and control. The section titled "Liaison" (pages 67-70) discusses the project manager's role as a go-between for the technical team and agents who are not members of the technical team (e.g. project sponsor, user, IS management, vendors, etc.).
In the section titled "Personnel Management," (pages 70-74) you will learn that this job entails working with personnel (i.e., human resources) to hire, fire, and provide employees with professional development.
The section titled "Monitor and Control" (pages 74-79) explains that project monitoring involves tracking project progress relative to budget. Project control means implementing changes when progress is not satisfactory (e.g. training, revising project plans, etc.). Take your time in reading and jot down any ideas or notes that stand out to you as particularly useful (or, conversely, confusing).