ABSTRACT
This chapter clarifies the term project personnel, which is a major but heterogeneous group of personnel in the project-oriented organization. Personnel, as human capital of an organization, are considered to be one potential source for creating sustainable competitive advantage. Different competencies are required on a project, thus projects need to draw on project management personnel, expert personnel and management personnel. As man of action, a project manager is responsible for keeping the project moving, establishing and preserving the sense of momentum throughout the project. Contemporary project management is based on team structures to achieve collective work efforts. The chapter describes the challenges that arise for project personnel in project-oriented organizations. It presents positive and negative aspects of these challenges, and derives Human Resource Management (HRM)-related potentials of project-oriented organizations, while considering employee well-being. Project-orientation creates pressures on individuals caused, for instance, by the very temporary nature of the work and its dynamic work boundaries and contexts.
