Chapter 8 - Project management and execution

Abstract

Large and small projects require a multidisciplinary team from within and outside the corporation, because no single discipline or person maintains all the skills needed. Most of the skills are technical, but equally important to the success of a complex project are marketing, finance, human resources, and general management. Leadership of a facility project may fall to the engineering department, if there is one, but it may range from the CEO (chief executive officer) to any available manager, depending on the scale and the company's resources. Other departments and individuals may be interested and many others may need to be informed, but the core team should be limited to those with direct contributions to make and direct stakes in the success of the project. Too large a group has difficulty meeting and making decisions. The Internet and intranets within companies are powerful tools for improving the speed and accuracy of communication among a team that may be physically dispersed widely. Communication of information, issues, and decisions is the vital lifeblood of a team. Frequent meetings, in person, by phone, or over the network, are important because of the nuances of communication that are often lost in writing.