Each month we will issue a page of our 'Top Ten Tips' on management or business topics. Feel free to use or distribute them as you see fit.

MARCH 04: PROJECT MANAGEMENT

1. projects are finite - ie time limited; they have a beginning and an end


2. be clear about the difference between three possible 'project groups': the commissioning group; the consultative group; and the operational group.


3. The commissioning group tends to bring the project into being and allocate the funds - within the organisation, they 'own' the project


4. The consultative group is a larger group of interested parties - those who are affected by the project, or have a contribution to make to it; they meet from time to time to help inform the operational group, and respond to/comment on the project's progress


5. The operational group is a small, well integrated team (no more than 7?) who actually manage the project on a day to day basis; they may do some of the actual project work, but their primary role is to drive the project through to completion - often by getting others to do the work (including some of the consultative group)


6. Clear boundaries, roles, responsibilities, expectations and reporting relationships between these three groups are essential


7. The role of the project leader should also be defined. It is worth considering this person for their project management/leadership skills, rather than any technical expertise with the project topic. Too often project managers take on a technical role, and fail to provide project leadership skills


8. One key skill/role is to manage the project if it crosses departmental boundaries. Often the project manager will not have formal authority in other departments, so will need excellent inter-personal, negotiation, influencing and persuading skills


9. A typical project manager running a complex project which crosses boundaries will spend as much time out of the group, in other territories, 'clearing the path', as they will within the group itself


10. A project manager should consider the 'project performance triangle' at all times: most commissioners will want to see a project completed to time, within budget, and to the quality standards set. But as the project progresses, it may become clear that all 3 cannot be met equally. Protecting or prioritising one is almost inevitably at the expense of the other two - the project manager needs to clear this with the commissioners - ie which is the priority.