Team Assembly & Assignments in Project Management

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  • 0:04 Project Team Planning
  • 1:10 Responsibility…
  • 2:00 Job Position Description
  • 2:32 Project Organizational Chart
  • 3:23 Project Team Assembly…
  • 5:03 Lesson Summary
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Lesson Transcript
Instructor: Carl Lovell, PMP

Carl has taught grad-level college Project Management and Quality. He holds a Masters degree in Business and is a certified Project Management Professional.

In this lesson, you'll learn how to create a project team with the skills and capabilities to deliver the project scope. You'll come to understand different types of organizational charts and how specific job assignments/durations are determined.

Project Team Planning

A project team is composed of people with the assigned roles and responsibilities to complete a project. Project team members have a variety of skills and might be assigned on a part- or full-time basis. They also might be assigned or removed from the project as it progresses.

To assemble the correct project team, you'll want to use several tools to ensure the highest probability of project success. These tools include:

  • A responsibility assignment matrix: A matrix tool to align skilled personnel with project work objectives.
  • Job position descriptions: A text-based tool to clearly define the roles and responsibilities of each position
  • A project organizational chart: A hierarchical, graphic display of the reporting relationship of each project team member to the project manager.

Using each of these tools in planning the personnel aspect of a project will help you interview potential team members, negotiate for support if you're operating in a matrix-type organization, or complete a request for proposal work scope statements if subcontract personnel will be used.

Responsibility Assignment Matrix

Building an initial responsibility assignment matrix (or RAM) will give you an understanding of the skills and capabilities necessary to deliver the project. On the vertical, list the project work to be performed. You can start at a high level, such as develop project plan, develop software design, and program software interface. You can then increase the level of detail as the planning progresses. For example, under program software interface, you would add what coding language will be used, which will then define skill requirements for a software developer on the project team.

The horizontal of the RAM will initially have the project team member positions. As the planning progresses, the positions might be replaced with specific team member names. In a matrix-type organization, the horizontal might be the functional organization providing skilled staff to the project.

Job Position Description

The job position description needs to be as complete and detailed as possible. It should include elements like expected start and finish date of the assignment, specific tasks/activities to be performed with an estimate of the percent of time to be spent on each activity, performance expectations, workday start and finish times, and any physical expectations or limitations associated with the work. One of the most important elements to address in the position description is the organizational reporting line for the position so that a clear chain of command is established.

Project Organizational Chart

The project organizational chart is a graphical representation of the reporting hierarchy within the project. On smaller projects, it might appear very flat and wide, while on larger projects it might be many levels deep. When combined with the job position description, the organizational chart will make it clear to project team members where they will get their day-to-day work direction. There are several good software tools available to help build hierarchical organization charts, such as Microsoft Visio.

In a matrix-type organization, the project organizational chart should indicate a dotted line reporting to the functional organization manager. Identification of the dotted-line manager is valuable to the project manager in resolving any personnel performance issues, since these types of issues are handled through the functional organization - not the project organization.

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