ABSTRACT
W hen an organization undertakes a project, it forms a pure project team, matrix team, or task force, but unless it is a pure project most people on the team are “borrowed”—they come from functional departments or contractors and work on the project for only as long they are needed. Project management “gets work done through outsiders”1 —people from various functional and professional groups scattered throughout the parent company and outside subcontractors. As Sayles and Chandler describe, project management
Part of being a project manager is the ability to influence people without giving orders or making decisions in the same way as other managers. Most project managers have a great deal of responsibility but not much formal authority, so they need a different skill set and leadership style than traditional managers.
