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Chapter 8 • Program and Project Management 229

Owners

Project
Executive

Project
Steering Management
Committee Office

Information Change
Cross Functional
Technology Management

Functional Team Functional Team Functional Team Training and
Component 1 Component 2 Component 3 Documentation Communication

Technical Development Conversion Reporting
Infrastructure and Interfaces

FIGURE 8-2 Sample Organization Project Executive.

also continue to evaluate risks, manage the resources (i.e., human and financial), and be sensitive to
new issues arising that may cause delays. This work can be both exciting and exhausting; in addition,
it is complex and time sensitive. The PMO’s ability to work well together often determines how well
the implementation meets its goals.
In Chapter 4, the roles, responsibilities, and skills needed for each area within the project or-
ganization will be discussed. The PMO will need to address the skills of each team in evaluating
risks and success factors. Even though the technical and functional skills are important, the skills
related to teamwork and productivity are just as important. As with any organization, projects
must address the team and cross-team dynamics. The issues of ensuring that team players are in
key positions and identifying the team players from the individual contributors are one of the
many factors the PMO will need to address. It is critical not to put individual contributors in a lead
role. This will increase risk and create problems within the team. Projects require a lot of commu-
nication and face-to-face meetings. Training in conducting efficient and effective meetings, along
with how to participate in meetings, will increase the concepts of teamwork and productivity.