| 2. Project organization, people and management Structure of this chapter First thoughts Main kinds of organization and consequences for project management Project management system Project organization and project roles Managing the project team Project lifecycle | By the end of this chapter, the reader should: -
understand that people are paramount in project management; -
understand that the soft factors of organizational culture and personal character and style are more important to success in project management than the hard factors such as analysis and planning techniques; -
categorize their own organization into the spectrum of generic organizational structures, and state the main consequences for project management; -
be able to draw a diagram of the typical organizational structure of a project and describe the project management roles of the principal people in it; -
describe the type of personality types most commonly successful in project managers; -
define the term project stakeholder and explain why stakeholders are important to projects in both positive and negative terms; -
describe in detail the role of the sponsor and project manager, and also the relationship between them in project management; -
describe some key principles in managing the people and organizations in a project; -
state the words that make up the acronym SMART; -
describe a project lifecycle and state whether it is the same as the project management process groups; -
state five differences from the point of view of where the project manager and sponsor ought to focus their efforts between the beginning and middle of the project lifecycle; -
give examples of how project lifecycle and organizational structure affect each other. | 
