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• Organizational The project management team needs to identify which departments are going to be involved in the project. The team considers how the project will interact with these different departments and organizations, as well as what relationships exist between the departments, the project team, and management.

• Technical The project team identifies the disciplines and specialties that the project will require to complete the project scope statement. The technical interfaces are the resources that will be doing the project work. In that light, the project manager needs to examine what work needs to be completed, how the project moves from phase to phase, and even the nature of the work and how different disciplines may need to work together to allow the project to move forward.

• Interpersonal This organizational interface considers the formal and informal reporting relationships that may exist among the project team members. The interpersonal interface also considers the job descriptions of the project team members, existing reporting structures between supervisors and subordinates, and what, if any, existing relationships may affect the project work. This interface also considers any cultural or language differences among the project team that may need to be addressed.

• Logistical Have you ever worked with project team members that are located around the world? What about project team members who are within footsteps of each other? The logistical interface considers just that—the logistics of the project team and the stakeholders in relation to managing the project. The project manager must consider the geographical locales, the time zones, countries, and any other logistics that may affect the project.

• Political Uh-oh, here come the politics. This interface considers the hidden goals, personal agendas, and alliances among the project team and the stakeholders. Yep, politics is considered in project management and on the PMI examination.

While the interfaces mentioned previously should be considered during the human resource planning phase for every project, there are also constraints that could be introduced through these interfaces or as independent constraints. Recall that a constraint is anything that limits the project team's options. Here are three common constraints that may affect your human resources planning:

• Organizational structure The structure of the organization has a direct correlation to the amount of power a project manager has. Figure 9-1 provides a refresher on the organizational structures. For a more in-depth refresher, see Chapter 2.

• Collective bargaining agreements Contracts and agreements with unions or other employee groups may serve as constraints for the project.

• Economic conditions Your organization may be experiencing a hiring freeze, slashed the training budget, or even cut out most travel expenses. These cuts are all examples of economic conditions that can serve as constraints on your project.

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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