Programmes and projects
Programme is a collection of related projects
Reduction of duplication
Co-ordination of resources
Management of interdependencies
Project manager looks after 1 project
Programme manager looks after program
When all staff can't report to PM
An individual reports to 2+ people
PM's control over the team will vary
Level of resource required varies over time
Project support office
Admin support for the project manager
Task e.g. time recording; updating of project plans; risk log maintenance; issues (change) log maintenance; arranging meetings; issuing agendas; taking minutes; chasing actions; configuration management
Autocratic - clear direction and quick decisions, decisive, firm and effective. Maybe seen as uncaring, cold, distant
Democratic - shares responsibility for decision-making and for the team’s performance. Will get more commitment from the team. Maybe seen as weak.
Group with complementary skills & a common purpose, performance, goals and approach. Directly or indirectly accountable to PM.
Brought together for project objectives.
On completion, the team is disbanded
Not always located together
Formal mgmt structure needed with roles
Named people allocated to each role
Roles need authority and responsibility
Individuals must complete roles correctly, willingly and understand objectives.
High status is not enough to be given a role
Previous experience or training is needed
Sponsor below that
Project board (or steering committee or project management board)
Project team leader
Project assurance team
Project support office
Configuration management team
Team building: Tuckman-Jensen model
Intranets And Extranets
Belbins nine team roles
(don’t need one of each, just a good mix, someone can be more than one)
Shaper – energetic team member, over achiever who drives the team along
Plant – creative & innovative team member (planting such a person in a bad team is a good way to improve performance)
Resource investigator – makes contacts outside group, brings in ideas, information and to acquire materials/resources
Co-ordinator – a chairperson who promotes decision-making and delegates well (not necessarily the team leader)
Monitor evaluator – analytical and able to assess ideas and options but is not creative
Team worker – helps to maintain team spirit and cohesion
Completer finisher – conscientious and painstaking, concerned with getting things done (important team trait)
Technical specialist – can provide the team with technical expertise
Implementer – attends to details, hard-working and organises the practical side of the project
Characteristics of a project manager
They need to have skills in:
leadership; motivation; planning; negotiation (being firm, flexible, and able to compromise where appropriate); delegation.
They need to be:
responsible; reliable; available (not just for this project but contactable at all reasonable times); intelligent; sociable (able to mix well); Approachable; knowledgeable in the business area for the particular project.
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