By Ralph L. Kliem
The conventional method of venture administration has targeted round 3 standards - price, agenda, caliber. A fourth can also be crucial - humans. This paintings seems to be in particular on the ''people'' facet, displaying the best way to deal with relationships with consumers, sponsors and individuals of the undertaking staff itself.
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Additional info for The People Side of Project Management
7). All project team members should have a copy of the SOW and refer to it frequently. The SOW is similar to a constitution and should be understood by all those affected by it. Whether analysts, programmers, administrators, or technical writers, everyone should know the goals, objectives, repressibilities, and constraints so they can work accordingly. The SOW should not be treated like a sacred scroll known only to a few. That can only lead to misdirection, misinformation, miscommunication, and misgiving.
In the sustaining phase, the project is no longer just t h a t a project. The system continues running but the user receives maintenance support from a different group of people. These five phases - feasibility, formulation, implementation, installation, and sustaining - do not necessarily appear The dynamic world of projects from a people perspective 31 serially; that is, one finishes and then the next one begins. Two or more of these phases can occur concurrently. For example, the implementation phase can start when approximately half of the formulation phase is completed.
People - client, team members, and the project manager - must have a feeling of trust and unity if the project is to proceed smoothly. All parties must be willing to share knowledge, skill, time, and other resources to plan and organize the project. The client, lacking trust among its members and with the team, may begin to quarrel. They could start bickering over the requirements or fail to share information. The team members might start 'doing their own thing' without really understanding the requirements or goal of the project.
The People Side of Project Management by Ralph L. Kliem