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Project Manager : Project Manager June July 2013
e ective team. Relationship risks should be managed in a similar fashion to any risk management process: • Assess At the start of the process sit down with the wider project team to analyse the risks associated with areas such as governance; roles and responsibilities; communications interfaces; negotiations; personalities; and team dynamics. Continue this process throughout the project life cycle. • Map Map out the risks, design potential practical solutions, include them on the risk register and encourage mutual ownership of the register. Build processes around di erent leadership abilities and communication styles within the team. • Monitor Regularly review progress against the agreed risks on the register through inter views and workshops, particularly at critical project milestones. • Mitigate Design inter ventions that resolve issues through facilitated sessions, coaching and training. Depending on the situation, professional psychologists, mediators and facilitators may be required. To maximise project outcomes, this approach should ideally be applied at the start of the project process as this helps to remove the emotion from potentially damaging relationships/situations that may arise in the future. 3 Coaching, monitoring and control Coaching is about working with individuals or leadership teams to create a culture that contributes to successful project delivery. It is often most e ective when used to achieve speci c KPI objectives. 36 Project Manager •CAREER CENTRE AS AN INDUSTRY, WE NEED TO FINALLY RECOGNISE THE IMPORTANCE OF NON-TECHNICAL FACTORS ON PROJECT SUCCESS AND EFFECTIVELY MANAGE THEM TO REDUCE PROJECT FAILURE AND IMPROVE OUTCOMES Figure 1: Project forces -- the team dynamics process model. relationship objectives, decide on the strategies to achieve the objectives, and develop key performance indicators to monitor and control the process. Speci cally, the plan should: • Include defned roles and responsibilities • Create governance and decision-making structures • Identify the cultures and values of the team • Incorporate ‘lessons learned’ from past project mistakes and achievements • Develop an eﬀective process for relationship risk and opportunity management. While relationship objectives might seem non-tangible, if they are e ectively designed they can be measured, achievable, practical and applicable. A simple example is to include ‘eﬀective communication’ as an objective, with a KPI that ‘people are appropriately informed and consulted’. 2 Team building and development is process focuses on building a team that boasts the right mix of strengths, skills and expertise to achieve your speci c project purpose. e team development process is e ectively the delivery of the relationship management plan. Typically, team development in project teams is not planned as an overall strategy but is a reaction to an immediate or perceived need. From our experience working with clients across numerous sectors, we believe that collaboratively identifying relationship risks early on in the project process -- and having a planned approach to relationship management -- is the key to building an PROJECT ENVIRONMENT Politics Media Contracted framework Market influence Society Leadership Governance Role definition Resources Amenity Budget Time pressure Geography Culture PSYCHOLOGICAL Personality Individual value Mental wellbeing Stress Emotional intelligence Ego TECHNICAL Design Programme Construction Risk management Engineering Project systems Procurement Safety SOCIOLOGICAL Communications Conflict management Group processes Issues resolution Team values Assumptions
Project Manager Apr May 2013
Project Manager Aug Sept 2013