Summary

People get projects done, so project management is first and foremost about managing people, which requires understanding them. How to organize is a central question of business management generally, as well as project management. Projects are owned by organizations, and the organizational structure and the cultural style of the performing organization is one of the major factors in determining the optimal structure for a project. Organizations range from those that are in effect a set of projects, to the functional organization, with the matrix organization as an adaptation of the functional each of these types has advantages and disadvantages for the project and for project management.

The two key roles in the project are the sponsor, who is accountable to the performing organization for the costs and results of the project, and the project manager. These two need to work together, especially at the start of a project or when it hits problems. The project manager as such is there to manage the project, not to perform the project work, which falls to the project team. Within the project team there may be sub-project managers and subject matter experts as well as ordinary team members. The project manager is not, as project manager, expected to be an expert on all subjects critical to the project, but is expected to use the subject matter experts to ensure that the project has all the knowledge and expertise that it needs. The project manager must keep the sponsor informed of all major decisions, issues and risks in the project. The sponsor's most important task once the project is underway is to clear the way in terms of organizational politics and interests for the project to succeed.

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Definitive Guide to Project Management. The Fast Track to Getting the Job Done on Time and on Budget
The Definitive Guide to Project Management: The fast track to getting the job done on time and on budget (2nd Edition)
ISBN: 0273710974
EAN: 2147483647
Year: 2007
Pages: 217
Authors: Sebastian Nokes
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