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Project organisation Cheat Sheet by

Project organisation
framework     management     resources     project     work     stakeholders     programmes     sponsor

Programmes and projects

Programme is a collection of related projects
Advantages
-
Reduction of duplic­ation
-
Co-ord­ination of resources
-
Management of interd­epe­nde­ncies
-
Common objectives
Project manager looks after 1 project
Programme manager looks after program

Matrix management

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

Management styles

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.

Project team

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
 

Organi­sat­ional framework

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 manager
Stage manager
Project team leader
Team member
Below that
Project assurance team
Project support office
Config­uration management team

Team building: Tuckma­n-J­ensen model

Forming
Performing
Storming
Adjourning
Norming

Commun­ica­tions methods

Memos
Presen­tations
Newsle­tters
Progress Reports
Meetings
Phone
Notice­boards
Text Messages
Email Messages
Letters
Drawings
1to1 Conver­sations
Video chat
Intranets And Extranets
Social Networks
 

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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