By Michael C. Thomsett
This therapy of the fundamentals of undertaking administration presents the entire basics fledgling undertaking managers have to effectively perform a venture.
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Additional info for The Little Black Book of Project Management, 2nd Edition
If people on your team see themselves as anonymous parts of a project for which they will receive no direct credit, they won’t be committed to the job. Everyone needs some form of recognition; but because the project is by nature a temporary assignment, many team members will not see how they will benefit from participation. The belief that they will not get recognition prevents them from being committed to the project. The problem is more than just a negative attitude on the part of core team members.
This situation led to a higher than acceptable level of returns and numerous customer complaints. The sales manager was asked to revamp procedures, rewrite a manual, and design a new order form that would ensure that the fulfillment department would be able to correctly deliver the goods. The project manager wrote up a list of the people who could help meet the project objectives. They included: Salespeople Familiar With the Order Completion Process and Its Problems. Their participation would include suggestions on how to improve the entire process, most notably in the design of an improved order form.
When your schedule comes into conflict with a department’s priorities, always assume that the recurring tasks of the department have to come first. There are three reasons for this: 1. You need the other manager’s support. No matter how the employee ended up on your project team—voluntarily, by imposition, or by agreement with the department manager—remember that your success requires the cooperation of others. In that regard, the department manager is part of your project team, even if participation is limited to support.
The Little Black Book of Project Management, 2nd Edition by Michael C. Thomsett