This paper is an update of a paper prepared for the June 2002 IPMA Conference in Berlin. It contains content from various training materials developed for the World Bank. The current paper is copyright to Robert Youker, © 2007.
Published here January 2008.

Introduction | Document #1: On-the-Job Tasks for the Project Manager 
Modules 1-3 | Modules 4-6 | Module 7 | Modules 8-9 | Modules 10-12
Document #2: The Project Manager's Duties | Document #3: Typical Elements in a Project Charter

Modules 1-3

Module 1: Understanding the Project and Project Management

  • Review the existing project documentation, such as the project analysis report, to understand the project's history.
  • Identify end-of-project objectives and deliverables.
  • Review or establish a hierarchy of objectives and identify higher-level project objectives.
  • Analyze the project to assess if it is likely to meet its higher-level objectives.
  • Identify the assumptions underlying the project.
  • Identify changes or errors in these assumptions, including technological, financial, economic, institutional, social, and environmental issues.
  • Determine if these changes or problems justify recommending to management a reappraisal of the project.

Module 2: Structuring the Project Organization

  • Review the project analysis report and the initial project charter (obtained from superiors) that define the responsibility, authority, and relationships of the project manager, project staff, and functional department heads.
  • Specify staff responsibilities.
  • Assess the level of authority of the project manager and project staff.
  • Evaluate the probability of successful implementation under the current charter and determine if there is a need to renegotiate the charter.
  • Determine how to strengthen the project manager's authority if necessary.
  • Create a proposal for a revised project charter.
  • Have the revised charter approved and distributed.

Module 3: Building the Team

  • Select appropriate staffing for a project office if not assigned.
  • Identify team members and other stakeholders.
  • Agree on procedures.
  • Prepare a team building strategy.
  • Form the team and hold a project start-up workshop for the core team.
  • Provide leadership to the team.
  • Manage core team meetings.
  • Build the team's commitment to the objectives of the project.
  • Make sure that team members know their roles and responsibilities.
  • Use forms of power that are appropriate to the situation, including gaining influence without formal authority.
  • Keep the team motivated.
  • Be aware of interpersonal relations among team members.
  • Identify sources of conflict and apply conflict resolution strategies.
  • Analyze communications and perceptions within the team.
  • Use information on personality styles and types to improve collaboration.
  • Plan and convene project launch workshop(s) for stakeholders.
Document #1 On-the-Job Tasks for the Project Manager  Document #1 On-the-Job Tasks for the Project Manager

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