In a strongly functional environment, Project Managers can find difficulties when managing cross-functional projects due to the inability to agree overall leadership from within the various groups.
As a result, the Project Board may need to be involved more closely to lead, direct and prioritize work and resolve issues.
Whatever the environment, the Project Manager will have to adapt to, and work within, the corporate organization and this will affect the level of management required for the team members.
The Project Manager may be responsible for carrying out performance appraisals as part of a project, or may provide input to the appraisal undertaken by the functional area of the corporate organization responsible for the team member.
Understanding and working within the wider corporate organization can be challenging for the Project Manager, particularly if working part-time or on a contract basis.
Setting up clear project controls at the start of the project, and agreeing these with the Project Board, will help to ensure that the Project Manager understands the level of interaction and support to expect during the project and is given appropriate exposure to other areas of the corporate organization.
Further details of project management team roles and their associated responsibilities are provided in the folder ‘roles and responsibilities’ as part of the product package. These include role description outlines, which should be tailored to the needs of the specific project and each specific appointment.
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