The Project Management Institute (PMI) definition of a project is a temporary endeavor undertaken to create a unique product, service, or result. Cross-functional projects include team members with different skills, areas of expertise, and levels of responsibility These teams include a project sponsor, a project manager, and functional team members who collaborate to complete the project.
- A famous quote that applies really well to business actually comes from science. "It's not the strongest or the most intelligent "who will survive, but those who can best manage change." in this video, we're gonna see who needs to be involved in your project for it to be successful. What does an organization do when it needs to change? It creates a project. To be precise about it, the Project Management Institute describes a project as, "a temporary endeavor "undertaken to create a unique product, "service, or result." And projects are done by groups of people.
No matter what a project is intended to create, it will also create some kind of change, and there will be a team of people assigned to do the work, so projects are key to the survival of businesses and people are key to the success of projects. In this course, we'll be looking at tools that you can use to help ensure success for your projects and the people on your project teams. Most of the projects that I work with have an interesting characteristic. The project teams are cross-functional.
In other words, the people working on the project include experts from different parts of the organization, and sometimes even people from outside the organization. For example, in supply chain projects, it's not uncommon for accountants, IT professionals, and operations managers to all work together as a project team, along with some consultants, and perhaps some customers and suppliers. Most of these people probably don't know much about what's happening in those other functions, but all of them depend on each other for this project and for this team to be successful.
So, let's take a look at how these teams are usually organization. First, there should always be a project sponsor. Who is the most senior person asking for this project to be done? Who's the one approving the budget, assigning people to the team and then pushing the team to deliver results? That person is the project's sponsor. Next, we have the project manager. The project manager helps everyone on the team keep track of what they need to do and when they need to do it. Sometimes, the project manager is the boss of the team, sometimes they're more of a coach, and other times the project managers really appear to the other team members.
Now, let's look at the functional teams. You might have one functional team focused on accounting and others focused on IT, HR, operations, and other functions. In some cases, there can be a lot of people on a functional team, and in other cases it may be only one or two. It really just depends on which people with which skills are needed to support the project. Each functional team requires some management, though, so each of these teams should have a single person designated as the functional team leader.
The functional team leaders are often called project managers because they're actually managing a small project within the bigger project. So, a project is an initiative to create a change. It has a defined beginning and an end, and the main project roles include the project sponsor, the project manager, functional team members, and functional team leaders, and all of them need to work together to successfully complete a project.
Lynda.com is a PMI Registered Education Provider. This course qualifies for professional development units (PDUs). To view the activity and PDU details for this course, click here.
The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.
- Name who is responsible for approving the resources for the project.
- Recall what the spine of a fishbone diagram represents.
- List characteristics of the environment.
- Identify the tools used for mapping processes.
- Recognize what needs to be captured on the action item list.
- Recall what project metrics should be related to.