Analyzing the Role of People on Project Teams

Project teams succeed or fail because of program management.
It has been the writers’ experience that role of the project management office (PMO) is extremely challenging, probably, more challenging than an organizational management. Project teams are formed quickly and players are brought in from the outside and from within an organization, largely thrown together in a short space of time with a directive to deliver solution. The unique nature of this ‘temporary’ organization requires out of the box management, in the very least, management who do not apply status quo management techniques. Project teams require a ‘skunk-works’ mentality – people passionately committed to creating something great and unexpected, largely risk-averse, and passionate about creating something new and possibly ground-breaking or revolutionary. Old-style, everyday management techniques will not work for doing something new… if things are still being done the old way.7 That said, the project team will find success elusive if a clear set of objectives, spelled out unambiguously by management does not exist. Individuals with leadership roles on project teams need to demonstrate enthusiasm and passion associated with the hallmarks of those who aspire for greatness, because the need to engage the organization or customers is one of the greatest challenges to gaining buy-in and creating the shared need and urgency around the project.

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