Tailoring the PRINCE2 project organization – Part 3
Balancing the PRINCE2 project, team and individual
It is not enough to have the required processes and systems in place since it is people who are crucial to project success, and if they do not work effectively together, then the chances of success are severely restricted.
Knowledge of different types of personalities and how they affect each other and help the project manager to structure balanced teams that can work together effectively during the project.
Different people have different characteristics and a preference for certain types of work and team roles. The number of ways of assessing these preferences such as Belbin.
Project managers who know the natural roles of the team members can use that knowledge to build an effective team during the starting up a project process for the management team, and doing the same during the initiating a project when identifying team members.
Getting a balanced team is key here.
Line management or functional management
In a strong functional environment, project managers can find it difficult when managing cross functional projects due to the various groups inability to agree the overall leadership.
This drives the need for the project boards to be closely involved to lead, direct, prioritize work and resolve issues.
The project manager may be responsible for carrying out performance appraisals as part of a project, or may provide input to the appraisal undertaken by the line manager of the team member.
Training needs for PRINCE2 project teams
Project team members may need training for them to complete their assigned tasks. This could be training on PRINCE2, specialist training, or training on specific processes and standards used on the project.
Project board members too, may need training on their roles, including what is expected of them and the processes needed to carry out their responsibilities.
Dealing with changes to the PRINCE2 project management team
In a perfect world, the project management team should remain with the project throughout its life. This may not be possible and changes to the team may occur during the project.
Clearly define team structure together with comprehensive role descriptions should help alleviate disruption caused by any team changes.
Project roles should be reviewed for the next management stage during the managing a stage boundary process and, the use of end stage reports plus stage plans can help ensure that any handover procedure is thorough and well documented.
One change is often due to the changing nature of the environment and products created during each management stage, it may be important that those who fill roles need to be changed.
PRINCE2 – Part time teams
Small and short projects are likely to find team members are working within the project on a part time basis. This can lead to more absences and deviations than the use of full time team members.
The project manager should allow for this when designing a plan, either by negotiating guaranteed availability or greater tolerance.
Generally speaking, multi-tasking is an ineffective use of human resources.
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