Project Management

Managing the Project Interfaces 199

Assume total accountability for

success of the project

Abide by the limits of authority

and control that have been

granted to the role of Project

Manager

Keep them fully informed of

project status and changes

through informative, concise

reports

Alert them as soon as it becomes

evident that any prescribed

project targets cannot be met

Upper Management usually

expects the Project Manager to:

Functional Supervisors usually

expect the Project Manager to:

Articulate resource needs clearly

and in enough time to react

Be sensitive to people’s duties

outside the project

Provide appropriate growth

opportunities for their people

Keep them informed of project

status and changes

The Project Manager usually

expects Upper Management to:

Define expectations, including project

and individual performance, limits of

authority and autonomy, etc.

Set reasonable and achievable targets

and goals

Openly and formally affirm support

for project to all appropriate

managers and organizational

members

Arbitrate/resolve counterproductive

political infighting

The Project Manager usually

expects Functional Supervisors to:

Supply the “right” talent for the job

Minimize project disruptions through

continual reassignments

Keep their people’s knowledge at a

“state-of-the-art” level

Promote project-oriented mentality

(discourage silo thinking)

The Project Manager’s boss

usually expects the Project

Manager to:

Involve him/her in appropriate

aspects of project

Develop a regular project status-

reporting format and frequency

that meets his or her needs

Keep him/her fully informed

proactively

Protect his/her from getting

“blindsided”

The Project Manager usually

expects his/her boss to:

Support him/her in the face of

problems

Help negotiate politically oriented

issues, particularly high-level or

organizationally sensitive ones

Serve as a spokesperson for his/her

project to upper management

Figure 10-2 Continued