Programmes and projects
Programme is a collection of related projects |
Advantages |
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Reduction of duplication |
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Co-ordination of resources |
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Management of interdependencies |
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Common objectives |
Project manager looks after 1 project |
Programme manager looks after program |
Matrix management
When all staff can't report to PM |
An individual reports to 2+ people |
PM's control over the team will vary |
Level of resource required varies over time |
Project support office
Admin support for the project manager |
Task e.g. time recording; updating of project plans; risk log maintenance; issues (change) log maintenance; arranging meetings; issuing agendas; taking minutes; chasing actions; configuration management |
Management styles
Autocratic - clear direction and quick decisions, decisive, firm and effective. Maybe seen as uncaring, cold, distant |
Democratic - shares responsibility for decision-making and for the team’s performance. Will get more commitment from the team. Maybe seen as weak. |
Project team
Group with complementary skills & a common purpose, performance, goals and approach. Directly or indirectly accountable to PM. |
Brought together for project objectives. |
On completion, the team is disbanded |
Not always located together |
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Organisational framework
Formal mgmt structure needed with roles |
Named people allocated to each role |
Roles need authority and responsibility |
Individuals must complete roles correctly, willingly and understand objectives. |
High status is not enough to be given a role |
Previous experience or training is needed |
Sponsor below that |
Project board (or steering committee or project management board) |
Project manager |
Stage manager |
Project team leader |
Team member |
Below that |
Project assurance team |
Project support office |
Configuration management team |
Team building: Tuckman-Jensen model
Forming |
Performing |
Storming |
Adjourning |
Norming |
Communications methods
Memos |
Presentations |
Newsletters |
Progress Reports |
Meetings |
Phone |
Noticeboards |
Text Messages |
Email Messages |
Letters |
Drawings |
1to1 Conversations |
Video chat |
Intranets And Extranets |
Social Networks |
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Belbins nine team roles
(don’t need one of each, just a good mix, someone can be more than one) |
Shaper – energetic team member, over achiever who drives the team along |
Plant – creative & innovative team member (planting such a person in a bad team is a good way to improve performance) |
Resource investigator – makes contacts outside group, brings in ideas, information and to acquire materials/resources |
Co-ordinator – a chairperson who promotes decision-making and delegates well (not necessarily the team leader) |
Monitor evaluator – analytical and able to assess ideas and options but is not creative |
Team worker – helps to maintain team spirit and cohesion |
Completer finisher – conscientious and painstaking, concerned with getting things done (important team trait) |
Technical specialist – can provide the team with technical expertise |
Implementer – attends to details, hard-working and organises the practical side of the project |
Characteristics of a project manager
They need to have skills in: |
leadership; motivation; planning; negotiation (being firm, flexible, and able to compromise where appropriate); delegation. |
They need to be: |
responsible; reliable; available (not just for this project but contactable at all reasonable times); intelligent; sociable (able to mix well); Approachable; knowledgeable in the business area for the particular project. |
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Created By
https://www.jchmedia.com
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