ACCA SBL Syllabus H. Innovation, Performance Excellence & Change Management - Managing the Project - Notes ^{8 / 12}

Projects need coordination.
Teams will be from different function boundaries, therefore a matrix structure is required
Projects need different skills and cross organisational reporting lines, each individual then has a dual role, their functional/divisional responsibilities as well as those of the project team.
The size of the team will depend on the project

Normally a senior member of management, often the one with most to gain (or lose) from it
They direct and therefore allow the Project Manager to manage.

Responsibility	Explanation
Gatekeeper	Selecting only projects that support the business strategy
Monitor	Have regular meetings with the PM and give advice where needed
Supporter	Assist the PM to do their job efficiently
Decisionmaker	Ultimate responsibility lies with the sponsor
Champion	Ensure that the project is given high priority by all project members
Problem solver	When the team lacks the skills to solve it alone
Resource negotiator	Vital to get resources from across the different functions at the right time

Manages it on a day-to-day basis. Responsibility to deliver the project and ensure effectiveness and efficiency
Various roles include team leader, co-ordinator, relationship manager, problem solver, budget manager and change manager
They are often ‘generalists’ not specialists, facilitating rather than supervising team members

Task Needs	Team Needs	Individual Needs
Reach Objectives	Co-ordinate the team	Motivation
Planning	Keep them motivated	Support
Resources & Responsibilities allocated	Create a sense of identity	Guidance
Quality maintained
Resolve Problems

The project manager does not usually have the power to reward project team members.

That resides with their department line manager normally.

Project team members struggle with feeling part of their department AND part of the project one-off team.

This needs managing by the project manager