Abstract: Publisher Summary
This chapter discusses people management in a project. Every project begins and ends with people—people who need a system, people who design a system, people who will use the system, people who will pay for the system, and people who will manage the users of the system. At some point in the project, all of them will want to have a say in the project. So at the start of the project, it is necessary for the project manager to find out who these people are and to manage the relationships between them. The best laid plans of project managers always go astray without a thorough understanding of the plans. This means establishing a structured, systematic approach to managing the project, but it also means setting expectations so that people know in advance what to expect. Everyone connected with the project should know that the project requires commitment from management; clear, unified business goals; precise understanding of requirements; alternative solutions; a list of specific deliverables; a plan to handle and minimize cost overruns; metrics to measure completion; and a closure process. The next step is to build the team. This responsibility falls to the project manager who must establish the climate for good working relations during the next 6 months or so.
Publication Year: 1992
Publication Date: 1992-01-01
Language: en
Type: book-chapter
Indexed In: ['crossref']
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