A Guide to Project Management

Outside of the ucl and lcl are indicative that the

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Unformatted text preview: omplex or very simple. For example, developing a complex telecommunications system may require coordinating numerous subcontractors over several years, while fixing a programming error in a system installed at a single site may require little more than notifying the user and the operations staff upon completion. Technical interfaces--formal and informal reporting relationships among different technical disciplines. Technical interfaces occur both within project phases (e.g., the site design developed by the civil engineers must be compatible with the superstructure developed by the structural engineers) and between project phases (e.g., when an automotive design team passes the results of its work along to the retooling team that must create the manufacturing capability for the vehicle). Interpersonal interfaces--formal and informal reporting relationships among different individuals working on the project. These interfaces often occur simultaneously, as when an architect employed by a design firm explains key design considerations to an unrelated construction contractor's project management team. .2 Staffing requirements. Staffing requirements define what kinds of competencies are required from what kinds of individuals or groups and in what time frames. Staffing requirements are a subset of the overall resource requirements identified during resource planning (described in Section 7.1). Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 109 ACROYMNS LIST Chapter 9--Project Human Resource Management 9.1.1.3 | 9.1.3.4 .3 Constraints. Constraints are factors that limit the project team's options. A project's organizational options may be constrained in many ways. Common factors that may constrain how the team is organized include, but are not limited to, the following: Organizational structure of the performing organization--an organization whose basic structure is a strong matrix means a relatively stronger role for the project manager than one whose basic structure is a weak matrix (see Section 2.3.3 for a more detailed discussion of organizational structures). Collective bargaining agreements--contractual agreements with unions or other employee groups may require certain roles or reporting relationships (in essence, the employee group is a stakeholder). Preferences of the project management team--if members of the project management team have had success with certain structures in the past, then they are likely to advocate similar structures in the future. Expected staff assignments--how the project is organized is often influenced by the competencies of specific individuals. ment ment geE L geE PL P 9.1.2 Tools and Techniques for Organizational Planning .1 Templates. Although each project is uniqu...
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