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Project management II: Managing the project to its conclusion
Executing the project plan
Key roles Key problems faced
Project Providing resources Ensuring the project sponsor has
sponsor enough time, focus and authority
Approving change requests for the project
Aiding risk management Understanding the organisational
goals
Communicate with the rest of the
business Understanding the scope of the
project
Project Managing and motivating project Managing staff who have other
manager team members roles, other managers, a wide
range of skills and who may not be
Executing the project plan fully committed to the project and
who will not be there for the
Monitoring the project duration of the project
Achieving project targets Ensuring the project sponsor does
not change the constraints
Taking control actions when the
project is out of control Convincing the project sponsor to
provide sufficient resources
Managing project constraints
Gaining commitment from
departments not involved in the
project
Team Execute business and enabling Transferring relevant skills to the
members changes project
Report to the project manager Focusing on the project instead of
day-to-day tasks
Understanding project goals,
deadlines etc.
Matrix team structures are often used to provide the required flexibility in team
members.
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