Projects and Project Teams
Once a project has been selected, it needs to be staffed. This section deals with those individuals who will actually make the project happen - the project manager and the members of the project team. This is not meant to suggist that the project manager is not port of the project team. However, the project manager has a distinct set of responsibilities and requirements and needs to be considered separately.

On completion of this section you should be able to: characterise the project team environment describe the characteristics of project team members describe the characteristics of the project manager distinguish between a functional manager and a project manager list the special demands on the project manager characterise appropriate participative management techniques for project teams.

Project team environment
Wherever possible, a separate room should be allocated for each project team. This serves as the focus of all project activity. It can be used as a control centre and conferance room, and should be where the current project reports and charts are displayed. The importance of a dedicated location to team identity and cohesion cannot be overstated.

Team composition
Team composition will vary depending on the project domain. The key team members for a manufacturing project would include the project manager, a project engineer, a manufacturing engineer, a field manager, a contract administrator, a project controller, a support services manager and appropriate numbers of engineers, scientists, and other support staff.

For a typical IS project, the key team members might be: the project manager systems analysts programmers a field manager end-user representatives management representatives administrative support as required.
In addition, outside consultants might be required in areas of particular