tailieunhanh - Creating the project office 26

Creating the project office 26. This is a book about improving organizational performance by implementing a project office system that develops project management as a core competency and thus adds value to the organization. A project office consists of a team dedicated to improving the practice of project management in the organization. The improvement in organizational performance is achieved by obtaining more value from projects, making project management a standard management practice, and then moving the organization toward the enterprise project management concept | 228 Creating the Project Office FIGURE . PROJECT LEADER COMPETENCY MODEL. Project definition Project objective and situation analysis Deliverable enablement Planning of project Decision making Development of plan Communications Contracting Methodologies Reengineering Plan structure WBS Risk assessment Identify resource requirements Dependencies Estimating time and costs Scheduling Resource allocation Team selection Risk analysis management Decision making Monitoring and tracking of plan Communications Controlling Change management the project Contracting Methodologies Reengineering Replanning Reestimating Validation of plan Rescheduling Project leader Leadership Coordination Interface Decision making with Communications Appraisal Motivation Delegation Guidance and coaching Trust building the team Legal and ethical Restructuring Group dynamics People Consultation proficiencies Marketing Interface Coordination with Decision making Negotiation the client Communications Facilitation Group dynamics Conflict resolution Legal and ethical Team building Consultation Interface with organization Marketing Organizational adaptivity Coordination Decision making Communications---------- Legal and ethical Restructuring Group dynamics Listening Written memos and reports Verbal and graphic presentations Interviewing Source Robert Storeygard 1999 3M. In or Out 229 attributes a successful project manager or leader needs. Associated skills include things such as consulting expertise risk management decision making and building professional and team relationships. The initial guide to what it is to be a full-fledged completely skilled project manager or leader is best described by the Project Leader Competency Model see Figure . Novices get started in the discipline by attending project leadership core classes. However that is not enough. The associated classes in many cases are just as important as the direct PM classes are to success as a project manager or leader. When it .