People: leadership, roles and working together
What you must know
The People element recognises that projects are delivered by human beings, not by documents. It covers good practice in leading successful teams (the difference between management and leadership, motivating and developing the team, adapting your style to the situation and to the individuals), communication (planning who needs what information, when, and in what form), collaboration and self-management (empowering teams with clear objectives and the authority to act), and the influence of organisational culture on how a project runs.
People questions almost always hinge on the role model, so learn it precisely. There are three project interests (business, user, supplier) represented on the project board by the executive, senior user(s) and senior supplier(s). The executive is ultimately accountable for the project and owns the business case; senior users specify benefits and products; senior suppliers provide resources and expertise; the project manager runs the project day to day; the team manager (optional) manages product delivery; project assurance monitors the board's interests and project support administers the method's products.
Traps in questions
- People is neither a principle nor a practice; don't confuse the elements.
- Accountability cannot be delegated. The board may delegate activities (project assurance, change authority, project support) but it keeps its accountability.
- The project board's accountability is collective, yet business-case ownership sits specifically with the executive.
Rule of thumb
When asked 'who is responsible?', separate accountable (executive or board) from responsible for doing (project manager, team manager, project support).