Page 63 - Global Project Management Handbook

PROJECT MANAGEMENT 2-25

The objective of a kick-off meeting is for the project owner team and the project man-
ager to inform the project team about the project. It usually takes place as a one-way
communication of two to three hours with little opportunity for interaction.
The objective of a project workshop is to jointly develop a “big picture” of the project
for the project team. As a result of interaction bewteen team members in the workshop an
important contribution to the development of the project culture is made. A project start
workshop lasts one to three days, is moderated, and generally takes place outside the
usual workplace, possibly in a hotel.
The objectives of regular control meetings of the project team are to provide information
about the status of the project and to achieve the agreement on ways to proceed. The objec-
tives of regular meetings of the project owner team are to receive information from the project
manager on the status of the project and to make strategic decisions concerning the project.

Design of the Project-Related Infrastructure
Professional project management requires the use of an appropriate information and com-
munications technology (ICT) infrastructure, as well as of an appropriate spatial infra-
structure. Especially in virtual project organizations with project team members working
at different locations, the planning of the software and telecommunications to be used in
the project poses a challenge. The use of a uniform project management and office soft-
ware is necessary, and appropriate hardware should be provided. Decisions have to be
made regarding the use of new communication tools, such as project management portals,
collaboration software, telephone conferences, and video conferences. A spatial infra-
structure must be planned and provided for holding meetings, for performing project pre-
sentations, and for creating a workspace for a project office.

Use of Project Management Consultants and
Project Management Coaches
Projects, project managers, and project teams represent new “objects” for consult-
ing. Project management consulting can be defined as management consulting on a
project. Project management coaching is management consulting on the part of the
project manager and/or the project team. Project management consulting and/or project

management coaching serve to ensure and increase the quality of project management.
Given the social complexity of projects, the use of a project management consultant or
a project management coach is recommended, especially in the project start process. In
the resolution of a project discontinuity, external project support also may be useful.
The decision regarding the use of a project management consultant or a project man-
agement coach should be made jointly by the project team. In an external project support
position, the role of a project management consultant or project management coach can
be assumed either by an adequately qualified employee of the project-oriented company
or by an external consultant.

REFERENCES

1. Motzel E. Projektmanagement Kanon—der deutsche Zugang zum Project management Body
of Knowledge. Cologne: TÜV, 1998, p. 12.
2. Duncan WR. A Guide to the Project Management Body of Knowledge: Automated Graphic
Systems, North Carolina: Charlotte, 2000, p. 6.