Professional Documents
Culture Documents
Remember three important points: -What people resources are required -Where will the people come from - What type of project organizational structure will be best
Project Interfaces
Customer Mgt Change of responsibilities Information Flow Inventory Control
Hard-Nosed Tactics
Give freedom to the employees Without providing continuous supervision
Technical Expertise
The project manager who is technically sound Will overly involve himself in technical details of the project
Customer Orientation
Executives place individuals as PM simply to satisfy a customer request Being able to communicate with the customer does not guarantee project success
Company Exposure
working in different divisions does not guarantee that he will also be a good project manager Individuals must not assign projects simply because they are at top of their pay grade PM must be promoted on base of performance not on the number of persons supervised It is not necessary for the PM to be the highest ranking or salaried
The dominator:
Always tries to take over Professes to know everything about project mgt Tries to manipulate the people Will challenge those in charge of leadership role
The withdrawer
Afraid to be criticized Do not openly participate unless threatened Withhold info Shy
Likes to criticize Rejects the views of others Cites unrelated examples and personal experiences Has multiple reasons why project mgt will not work
The Blocker
The clarifiers
Are we saying that.. Let me in my own words which I heard from team Lets see if we can put this into perspective
The harmonizers
we agree Our ideas are close together We are saying the same thing