Moreover, people transferred out of their own functional departments are apt to lose their inside sources of information and find it increasingly difficult to get things done rapidly and informally.īecause the project manager is concerned with change, while the department head must efficiently manage routine procedures, the two are often in active conflict. By limiting the number of staff on the project team, the problem is alleviated and the project manager's involvement in intrafunctional matters is reduced.

Functional department heads, however, should retain responsibility for the quality of their subordinates' technical performance, as well as for matters affecting their careers.įunctional department heads may view the project manager as a potential competitor. formulating, and approving a project plan monitoring project cost performance and, in place of the department heads normally involved, trading off time and cost. These include responsibility for reviewing progress against schedule organizing for. For the duration of the project, the project manager should also hold some responsibilities normally borne by functional department heads. A general manager, however, should not delegate certain responsibilities, such as monitoring milestone accomplishments, resolving project-related disputes between senior managers, or evaluating the project performance of functional department managers. It is important to assign an individual whose administrative abilities and skill in personal relations have been convincingly demonstrated under fire.Įxperience indicates that it is desirable for senior management to delegate to the project manager some of its responsibilities for planning the project, for resolving arguments among functional departments, for providing problem-solving assistance to functional heads, and for monitoring progress.

Tional area of the business, he or she must be able to function on the project as a kind of general manager in miniature.

Timecontrol project cost summary