What is special about people in projects rather than other
(can share latest thinking in this area if wanted) – in any case
would be interested in discussing it.
Led by: Terry Cooke-Davies
Keywords: Matrix, Project v Day Job
How best to achieve project ‘delivery’ against an environment of:
- Resources allocated to one or more project and day job
- Project priorities that conflict with individual desires and
- Achieving outcomes vs delivering organisational capabilities.
Delegate 6: Mark Orsmond
Matrix Management: all the responsibility and none of the authority?
How do we get reluctant team members to do their tasks when
either a) we have no mandated authority? b) their line manager
won’t get them to do the project work?
Delegate 1: Russell Allen
Why should “People” need managing in a different way on
1. Delivering changes involves people as part of equation
(process & sytems)
2. Managing operations is about motivating people to do the
same thing over and over
3. Routine vs change (line vs PMS)
4. Focus on change
5. Ability to work across organisation silos – cross functional
spec(?can’t read this word?)
6. PM manages people delivering a product – line delivers
7. Many project-type changes may not be good for line
8. Independance of PM
9. E.g. Matrix has authority, PM has responsibility
10. Not black and white!!
11. As PM I often have no direct control over people I manage
12. GMs may not have prior experience of project-type work
13. Repeatability of project-type experiences
14. Enabling, facilitating rather than directing!!
1. Be clear about the boundaries –what is the core of project
2. PMs look at things differently from most – we are comfortable in
3. PMs thrive in a chaotic environment!
4. Where do PM types fit into a CMM-I environment?
1. How will we cope with the paradox? i.e. we create structure
rather than following it?
2. Another paradox: projects can be delivered but so many of
today’s are really complex and may not be deliverable!!
3. The imposition of systems (e.g. call centres) that dampen
4. Perhaps PM should be about assessing feasibility of these complex projects before they get too far.
5. PM isn’t instinctive, its counter cultural.