Forming a Project Team

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What is a Project?
A unique, transient endeavour undertaken to achieve a desired outcome APMBok, 5th Edition

A project is a one-off and special arrangement used by any endeavour(business, organisation, department etc.) to effect a necessary change a project approach is used where existing day-to-day practices (operations/business as usual) are not appropriate. Projects are seen to deliver something into the endeavours current situation such that it: solves a problem, addresses strategic/tactical objectives, addresses an opportunity or executes mandatory or must-do work. The deliverables are used to effect the change leading to benefits.
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What is a Project?
Project type change is typified as: Unique one-off in the current time-frame Temporary they start and end (whereas business as usual is continuous) Deliver change deliver something different to business as usual Cross-functional need resources, skills, decision-making effort from and affect a wide range of individuals, groups and stakeholders not normally connected Having (increased)uncertainty by definition a change has more risk than no change

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Who should be involved in your Project?

In designing and forming a project team it is useful to consider the different interests in the change BUSINESS interests Desire the change to meet a need (solve a problem, deliver strategy, exploit an opportunity, meet compliance) Commission/approve, govern/direct, resource/fund and expect value (benefits)
BUSINESS

DELIVERABLE OUTPUT PRODUCT

PROVIDERS USERS

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Who should be involved in your Project?

USER interests DELIVERABLE Operate/use the deliverable also known as the and directly/indirectly deliver the value the projects OUTPUT, or PRODUCT business interest is seeking Need to support, maintain or own the deliverable Are impacted by the change PROVIDER (Supplier) interests Technical specialist resources, skills to make the deliverable Supplies capacity and capability to do the work Design and build deliverable to satisfy user interests

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What roles need filling?

Each of the three interests needs appropriate representation; a common project management team model is shown on the right

BUSINESS INTEREST - SPONSOR/PROJECT BOARD EXECUTIVE Ultimately accountable, yes/no to key go/no-go decisions, has authority/seniority to direct programme on behalf of sponsoring group, leads team, approves all defining and managing documents, plans and strategies, aligns with strategy, overall benefit realisation. One individual.
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What roles need filling?

USER INTEREST - SENIOR USER(S) Represents and states needs/requirements of user community, approve design and accepts deliverables, ensures benefits can be, and are, realised for the SPONSOR, support SPONSOR in decision making. Can be one or more individuals (to represent varied USER groups)

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What roles need filling?

PROVIDER(Supplier) INTEREST - SENIOR SUPPLIER(S) Commits Project Team resources to work for Project Manager and who creates deliverable to meet SENIOR USER fitness for purpose requirements, technical design authority, supports SPONSOR in decision making. Can be one or more individuals (to represent varied PROVIDERs)
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What roles need filling?

PROJECT MANAGER Agent of SPONSOR to manage change on their behalf, facilitates others, plans, delegates and monitors work, organises and handles day-to-day work (proactive and reactive). One individual.

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Who should be appointed to project roles?

Overarching considerations for any appointment to a role are:
Availability (at the time the project requires them) Competence knowledge, skills (technical and soft), behavioural Viewpoint/perspective will this support or conflict with the role? Credibility especially for Project Board roles Appropriate authority at the level appropriate to their role, either this comes with their business as usual job or is given to them by the project in the latter case it is important that others they work with can, and will, respect this temporary status

Other considerations for appointing the right individuals:

The nature of the project The nature of the environment

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Appointing roles the nature of the project

An appropriate and complete project mandate/Project Brief is essential input to the design of and appointment of individuals to project team roles. Understanding the objectives, scope, expected deliverables / output / product, desired outcome / benefits and risks, interfaces with other change (projects, programmes) and users affected will highlight:
Project importance and hence levels of authority (and experience) required Capacity/capability demanded and that available (what competence is needed, and where do we resource the roles from in-house or bought-in?) Novelty or uncertainty of the work guidance or assurance roles may be required to supplement appointments unfamiliar with the nature of the project Scale and complexity may require breaking down roles into sub-roles to manage this more easily, or changing roles over time as the project evolves Project management style/method use of standard or special management methods demands that knowledgeable and experienced individuals are used

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Appointing roles the nature of the environment

Your organisation is unique some of the factors listed below may drive team design and hence appointment of roles to your project:
Project management maturity and experience is capability/capacity available?, using embedded staff or hiring in? Connectedness of the project if part of a programme or wider portfolio, roles might be filled from higher level programmes/portfolio structures (and this could be demanded by your organization) Customer/client base internal/external? Multi-customer? Representation for users needs to be appropriate for those who are down-stream/remote Language/geography some roles may need to be equipped, or positioned, to work locally/remotely from the action and with necessary competence to engage with users/suppliers appropriately with local language/style Governance and corporate standards demands for compliance with and consistent application of governance/standards may demand role appointments to assure these, or to have experience of working with them Culture how we do things around here may dictate decisions for appointments to meet style of users, business and supplier interests
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Checklist one- key characteristics of board roles

Board roles are primarily aimed at DIRECTION of the project, characteristics of appointees should include: Willing and able to take on accountability for the success/failure of the project from their perspective (interest) Have appropriate authority give direction, approve strategies and plans, commit resources (in their interest area) Provide unified direction and delegate to the Project Manager Work together with other board interests to seek consensus, and pragmatic and realistic agreements and solutions Adequately represent the needs of those in their interest Leadership. influence and negotiation Act as the voice of the project to upward and outward stakeholders
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Checklist two - key characteristics of other roles

Project Manager role is focused on MANAGING the project
Can exert authority given by SPONSOR Works with board leads up, appropriate reporting, offers challenge and options Delegation to Team Manager and Team Member roles Organised planning, monitoring (cost, time, scope, quality, risk and benefits); maintains information and data records People skills Communication influence, negotiation, conflict management Problem solving and time management Attention to detail whilst maintaining big picture perspective Proactive ands reactive behaviour Represents project customer (even when externally resourced

Project Team roles are focussed on DELIVERY

Can exert authority given by Project Manager Technical and specialist knowledge and skills related to the deliverable(s) in their work Plans, monitors and manages delivery resources down stream where appropriate Many characteristics are similar to Project Managers
Organised around their or their resources work People skills Communication Problem solving and time management Proactive and reactive behaviour

Represents supplier interests whilst working for the Project Manager and the projects objectives

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When you train with Maven

During the course Course materials including models, games, puzzles, slides, activities and sample examination papers. Experienced trainers who know how to manage projects and how to use the techniques and can provide lots of worked examples to help you see how the technique actually works and its benefits. Guidance and activities to help you feel confident in sitting your examination. After the course Use www.maventraining.co.uk/knowledge-centre to stay up-to-date with issues relating to project, programme and portfolio management.

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For further information about Maven Training please contact:

Melanie Franklin Telephone: 020 7403 7100 e-mail: melanie.franklin@maventraining.co.uk website: www.maventraining.co.uk

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