The Project Management Team:
Choosing the project management team will be a cornerstone of the project's chance of good progress. This aspect is addressed under PRINCE2 2005 and PRINCE2 2009 in the sections 'Design and appoint the project management team' and 'Starting up a Project (SU)'.
One of the leading issues for a Project Manager is his absence of direct authority over the team. Each person will be picked from a particular department and will have allegiances to their line management, and also, to the project team. This implies that the Project Manager's capabilities of persuasion will be severely examined. Specifically, good communication skills will be invaluable.
An additional concern with the team is their availability. Could they be accessible for 100 % of the time or on a part time footing ? Will persons be leaving the group? If so, some sort of succession planning should be in place. It may not be a structured reduction of workers as continuing illness could be an issue. It might be hard to replace the experience of a specialist. One way around this may be to ask an expert to train an internal staff member. Typically, any periods for job notice ought to be devised to allow for training sessions to get a new team member up to speed.
The project management team numbers should be regulated. The Project Manager will require just sufficient and no spare. No department relishes releasing resource unnecessarily. Hence, it is vital to keep a good relationship with department managers.
Project management scope:
The Project Manager responsibilities make him answerable for a project that will create a desired result. Therefore, it is his responsibility to make sure that the output is acceptable and sensible. He ought to challenge this in face to face talks with the customer or the direct user of the output.
The scope could well be reasonable, however, if the schedule to complete it is not, the drive of the project management team may be affected. It should be agreed eventually with the stakeholders. Don't forget, that the life of the project may endure for a while following product delivery in regards to extra field assessment and maintenance matters.
It could be a very useful option to have routine scope evaluations with the user to make certain that everybody's thoughts are still on the same track.
Resource:
There could be increased and reduced resource needs across the project life cycle. When this occurs, could there be a demand for outside resource? The alternative should be thoroughly considered.
External resource could be more costly but the probable extra experience may be invaluable. Additionally, it could be more flexible and much simpler to get rid of if there are control concerns. Nonetheless, the element of management may be harder for external resource. Areas such as experience, job specifications, costs and qualifications may enter the formula.
A downside in making use of outside resource is the likely requirement for their instruction and getting that expertise up to speed. In addition, the Project Manager may feel that external resource is not appropriate in specific regions, for example health and safety, auditing and training.
If it is not realistic to get team members with the right skill set then it is an element of the Project Manager responsibilities to assess any project ramifications and note them.
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