THE FUNCTIONAL TEAMThe project team consists of the project manager, the project office (whose members may or may not report directly to the project manager), and the functional or interface members (who must report horizontally as well as vertically for information flow). Functional team members are often shown on organizational charts as project office team members. This is normally done to satisfy customer requirements. Upper-level management can have an input into the selection process for functional team members but should not take an active role unless the project and functional managers cannot agree. Functional management must be represented at all staffing meetings because functional staffing is directly dependent on project requirements and because: . Functional managers generally have more expertise and can identify high-risk areas. . Functional managers must develop a positive attitude toward project success. This is best achieved by inviting their participation in the early activities of the planning phase. Functional team members are not always full-time. They can be full-time or part-time for either the duration of the project or only specific phases.
A typical project office may include between ten and thirty members, whereas the total project team may be in excess of a hundred people, causing information to be shared slowly. For large projects, it is desirable to have a full-time functional representative from each major division or department assigned permanently to the project, and perhaps even to the project office. Such representation might include:
Both the project manager and team members must understand fully the responsibilities and functions of each other team member so that total integration can be achieved rapidly and effectively. On high-technology programs the chief project engineer assumes the role of deputy project manager. Project managers must understand the problems that the line managers have when selecting and assigning the project staff. Line managers try to staff with people who understand the need for teamwork. When employees are attached to a project, the project manager must identify the "star" employees. These are the employees who are vital for the success of the project and who can either make or break the project manager. Most of the time, star employees are found in the line organization, not the project office. As a final point, project managers can assign line employees added responsibilities within the scope of the project. If the added responsibilities can result in upgrading, then the project manager should consult with the line manager before such situations are initiated |
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