 Technical Skills

 Management Skills
 Administrative Skills
 Interpersonal Skills
A lot of different factors will need to be considered
within this negotiation process.

Typical factors for consideration include:

 • Immediate and longterm availability

 • Ability
 • Continuity requirements
 • Team working skills
 • Special skills
For example, the best people within the organization will
always be in greatest demand. The project manager may
be able to get some of these people for part of the project
duration, but few of them will be available for all of that
time. The project manager would therefore have to
consider the ‘trade-off’ between continuity and ability. Is
it better to get the best person some of the time, or
somebody less capable for all of the time? What would
be the consequences of breaks in continuity? How easily
could support staff cover for the highly able people
when they are not available?
In addition, the best people will be in demand by other
project managers and competition for their services can be
intense. For example, a particular project manager might
secure an adequate supply of services from the best
performers at a given point; but if, say, three weeks later
the organization won a new high-prestige contract, then
senior managers might be persuaded to support the
project manager who wants all the best resources for the
new high profile contract. The best employees also tend to
be headhunted by other departments or organizations, and
these employees are more likely to be promoted into
positions where they are no longer available to work on
projects. Another factor to consider is the mix of internal
and external staff
♦ Staffing is generally voluntary.
♦ The project team is staffed in relation to the value of the
project.
♦ Project teams are staffed and operated in a less formal manner
than functional teams.
♦ Project managers lead by example.
♦ Project teams are flexible and responsive.
♦ Project teams interface.
♦ Project teams innovate and evolve.
♦ Functional managers who provide resources for project teams
receive recognition or credit when the project team performs
well.
♦ There is some research evidence to suggest that conflict
should be promoted during the staffing process.
Project team in the widest possible terms, include:
 contractor’s personnel

 subcontractors

 clients

 in-house staff

Sometimes
 any other interested bodies such as inspectors,
government, community groups, and lobby
groups.
Three specialist project management positions
that need to be filled:
 project manager

 project planner

 project controller

 They are effectively the managing director, the

operations director and the financial director of
the business that is the project
 1 Establishing measurable objectives.

Identify and acknowledge the stakeholders who will

determine, on completion of the project, whether or
not it has been successful. They may be the client, a
project sponsor, members of the project management
team or, most likely, some combination of interested
individuals and groups. Stakeholder identification,
and reconciliation with the project and project team,
can be achieved through a stakeholder mapping and
management exercise
2 Stakeholders management.
Stakeholders are sometimes referred to as the ‘invisible
team’. These include all stakeholders who are members
of the extended project team outside the immediate
project management team. If managed properly, they
will provide a great source of support. · Protect the
image of the team. How the team is perceived from the
outside will have a significant bearing on whether it is
considered successful or not. It is not enough to do a
good job; the good job has to be recognized by people
outside the project team

.
3 .Establishing and planning measurable
targets
Set realistic and achievable milestones that will
act as celebration points throughout the project.
These have an important effect on motivation
as the project progresses.
4 .Planning and establishing processes.
Establish firm ground rules so that participants
understand both their own roles and as many aspects
of the project as possible – for example, how each
individual should respond to people outside the project
team in a wide range of circumstances. · Plan for
creating an environment where team members are
energized to air their opinions, take responsibility, and
be creative when confronted by problems
5.Leadership

6. Membership and identity

Team members need to support the project manager for the

team to be successful. The project manager requires their
respect and must have credibility to carry out the job. The
members need to believe in the project manager’s ability to
get the job done.
7.Communication systems
Establish an effective formal communication system and
make use of informal communications. Project managers
tend to work more closely with their team members and
the relative power of the informal communication network
should be exploited. · Efficient communication with
external bodies is particularly important. The project
manager should ensure that adequate communication
systems are in place and are functioning correctly.
Team members are expected to deliver on time what
they agreed to. Being apart from the other team
members does . not mean they have reduced their
expectations. · Members should be encouraged to rely
on the ability of fellow team members to deliver what
they agree to.
 9.Information technology

 10. Teams in general.

Most teams operate at their optimum efficiency and effectiveness under the
following conditions:

· there are regular face-to-face meeting with team members;

· performance measures and completion criteria are clear;

· team members are given responsibility and accountability for their part of
the project;

· clear time commitments are established to which team members are

expected to adhere.