ABSTRACT
This chapter promotes the importance of defining and agreeing roles before making any key decisions, describing the nature and responsibilities of the project’s management stakeholders and the importance of their commitment. It describes techniques to identify, prioritise and select stakeholders such that their competing demands may be balanced or managed within the project. The wider management hierarchy is described, including the Portfolio Management Team, the Project Steering Group, the Project Manager, the Project Office and the Workstream Leaders. Focus is given to the design and tailoring of a project organisation structure according to the specific objectives of the project, including a single Project Manager and the accommodation of commercial, user and specialist interests at the senior-most level. This is considered further in light of the use of an agile approach to product or service delivery.
In a project, as in an organised society, people arrange themselves into a community. The project community can be separated into those who lead and manage it, and those who develop and deliver its products.
