In the project management environment, the project managers, team members, and upper-level managers each have expectations of what their relationships should be with the other parties. To illustrate this, top management expects project managers to:

• Assume total accountability for the success or failure to provide results

• Provide effective reports and information

• Provide minimum organizational disruption during the execution of a project

• Present recommendations, not just alternatives

• Have the capacity to handle most interpersonal problems

• Demonstrate a self-starting capacity

• Demonstrate growth with each assignment

At first glance, it may appear that these qualities are expected of all managers, not necessarily project managers. But this is not true. The first four items are different. The line managers are not accountable for total project success, just for that portion performed by their line organization. Line managers can be promoted on their technical ability, not necessarily on their ability to write effective reports. Line managers cannot disrupt an entire organization, but the project manager can. Line managers do not necessarily have to make decisions, just provide alternatives and recommendations.

Just as top management has expectations of project managers, project managers have certain expectations of top management. Project management expects top management to:

• Provide clearly defined decision channels

• Take actions on requests

• Facilitate interfacing with support departments

• Assist in conflict resolution

• Provide sufficient resources/charter

• Provide sufficient strategic/long-range information

• Provide feedback

• Give advice and stage-setting support

• Define expectations clearly

• Provide protection from political infighting

• Provide the opportunity for personal and professional growth

The project team also has expectations of their leader, the project manager. The project team expects the project manager to:

• Assist in the problem-solving process by coming up with ideas

• Provide proper direction and leadership

• Provide a relaxed environment

• Interact informally with team members

• Stimulate the group process

• Facilitate adoption of new members

• Reduce conflicts

• Defend the team against outside pressure

• Resist changes

• Act as the group spokesperson

• Provide representation with higher management

In order to provide high task efficiency and productivity, a project team should have certain traits and characteristics. A project manager expects the project team to:

• Demonstrate membership self-development

• Demonstrate the potential for innovative and creative behavior

• Communicate effectively

• Be committed to the project

• Demonstrate the capacity for conflict resolution

• Be results oriented

• Be change oriented

• Interface effectively and with high morale

Team members want, in general, to fill certain primary needs. The project manager should understand these needs before demanding that the team live up to his expectations. Members of the project team need:

• A sense of belonging

• Interest in the work itself

• Respect for the work being done

• Protection from political infighting

• Job security and job continuity

• Potential for career growth

Project managers must remember that team members may not always be able to verbalize these needs, but they exist nevertheless.

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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