Personnel policy problems can create havoc in an organization, especially if the "grass is greener" in a project environment than in the functional environment. Functional organizations normally specify grades and salaries for employees. Project offices, on the other hand, have no such requirements and can promote and pay according to achievement. The difficulty here is that one can distinguish between employees in grades 7, 8, 9, 10, and 11 in a line organization, whereas for a project manager the distinction might appear only in the size of the project or the amount of responsibility. Bonuses are also easier to obtain in the project office but may create conflict and jealousy between the horizontal and vertical elements. Because each project is different, the project management process allows each project to have its own policies, procedures, rules, and standards, provided they fall within broad company guidelines. Each project must be recognized as a project by top management so that the project manager has the delegated authority necessary to enforce the policies, procedures, rules, and standards. Project management is successful only if the project manager and his team are totally dedicated to the successful completion of the project. This requires each team member of the project team and office to have a good understanding of the fundamental project requirements, which include: [1] Customer liaison [1] Project direction [1] Project planning [1] Project control [1] Project evaluation [1] Project reporting Ultimately, the person with the greatest influence during the staffing phase is the project manager. The personal attributes and abilities of project managers will either attract or deter highly desirable individuals. Basic characteristics include: [1] Honesty and integrity [1] Understanding of personnel problems [1] Understanding of project technology [1] Business management competence [1] Management principles [1] Communications [1] Alertness and quickness [1] Versatility [1] Energy and toughness [1] Decision-making ability [1] Ability to evaluate risk and uncertainty |
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