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