To further his contextual understanding of the project, the project manager immediately developed a systemic view that was used to help determine the key elements and relationships of the project.
This view was formalized in a diagram that showed the major organizations and people, and their corresponding relationships, both internally and externally to the project. The strengths and constraints of each relationship and the overall impact to the performance of the project were also determined. Of particular note was the organizational structure of the entire corporation and the relationships among each of the major organizations and other stakeholders, e.g., business units.
The project manager also noted behavior patterns exhibited by the organizations and key people. These behavior patterns were revealed by how previous projects were managed; the overall managerial style employed; and the emphasis placed on certain metrics vis- -vis to each other, e.g., cost versus quality versus schedule. Some business units, for example, were very schedule driven while others emphasized cost.
The project manager also identified, via a systemic view, the potential risks. Because the project was "interbusiness unit," the risks concerning relationships among stakeholders were particularly important. Each business unit had its own way of doing business and its own views about how to conduct it. Managing the team was, therefore, very complex. The structure of the project was very important because it determined the reporting relationship to headquarters and its level of control over each team member.
Independence and interdependence were, therefore, two important considerations for this project. Independence was important because each business unit felt its autonomy could be potentially threatened. Interdependence was important because the business units had to work together to develop a common policies and procedures infrastructure, while simultaneously respecting their unique requirements.
The project manager realized, with the support of the executive sponsor and members of the headquarters executive council, that it was extremely important that appropriate representation was on the team and that a common vision served to unite members on the team.
Another important concern was the controls and rules surrounding the project. Since the project altered the content as well as the structure of the policies and procedures, external influences were also important, such as legal compliance with affirmative action and product safety regulations. This determination made it necessary to assign the necessary subject matter experts to the project.