Creating a Management Team

Andy Jordan is President of Roffensian Consulting Inc., an Ontario, Canada-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at andy.jordan@roffensian.com. Andy's new book Risk Management for Project Driven Organizations is now available.

Some time ago, a project manager came to me looking for career advice. They were thinking about moving beyond a PM role because although they were being given more responsibility and leading larger projects, they found that was simply (in their words) “the same thing, just with bigger numbers.” I understand their perspective, but I don’t agree with them. As projects get larger, the way that the PM needs to lead them does need to change and evolve--you can’t manage a $100 million project the same way that you would manage a $100,000 project any more than you can manage a large multinational company the same way as a five-person company.

Of course the transition is gradual; there isn’t a point where you suddenly need a management infrastructure to be successful, and there are no hard-and-fast rules for how big a management group needs to be based on a certain overall budget. But as PMs we need to recognize that as we start taking accountability for larger initiatives, the way that we lead those projects needs to change and evolve. In this article, I want to look at how we do that.

Recognizing the need
Let’s start at the most basic level. The purpose of project management is to maximize the chances of the project delivering against all of its constraints--on time, on scope, on budget, on quality. There are a number of different ways…

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