Structure and Tools

By their very nature, larger projects require more structure, and whether we like it or not, some of that structure will involve additional compliance work. The objective isn't to eliminate compliance work but to minimize it and offload it from the project team to the extent possible. However, as this chapter has shown, additional structure doesn't have to mean hierarchy, controls, strict processes, and volumes of formal documentation. Yes, some additional documentation will be required. Yes, some additional up-front planning will be required. Yes, some additional controls will be required (for example, on large government projects, some type of earned value analysis may be mandated ). Project managers will need to scrounge in their project management toolboxestraditional, agile, and otherwiseto assemble the right set of practices for larger projects.

For larger teams , particularly those with far-flung subteams, supporting tools will also be necessary. These tools will fall into three general categories: collaboration, technical information sharing, and project management. Collaboration tools attempt to bring people together as if they were in the same rooman impossible goal, but one that technology gets better at each year. Collaboration tools include email, discussion groups, teleconferences, instant messaging, and that old standby, the telephone. Technical information sharing technology ranges widelyfrom complex product data management systems for industrial products such as automobiles and electronics to distributed software build and integration systems. Project management tools, including portals that draw together diverse project information, can be effective for large, distributed teams. And as Lynne Nix reminded me, on large projects good administrative personnel are essential for both effective tool usage and supporting the project management team.