Tham khảo tài liệu 'succeeding in the project management jungle how to manage the people side of projects_5', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | This page intentionally left blank CHAPTER 7 Initiating INITIATING OR INITIATION BEGINS at the point in which a specific project one of the many potential projects an organization may be considering is approved. When a new project is initiated these questions are key Who will lead it PM assignment Why is this project being done project charter What will be done project scope Obviously you want to be assigned to projects that will enhance your career. In many organizations a complicated political process is involved in determining which projects get approved and then who gets assigned to the key roles on those projects. This process is certainly not always logical and straightforward. 103 American ManagementAssociation 104 AVOIDING PITFALLS INTHE FIVE KEY PHASES OF A PROJECT Make sure you know why you accept each new project assignment. There are valid reasons why you might not. For example Bea twice passed up the chance to work on promising projects in her organization once because she didn t trust the senior management to support her in what she could see would be a tough situation and once because she wanted to give a promising subordinate a chance to run a project. Refuse too many projects however and you may quickly find yourself outside your organization s mainstream or even out the door. Also be aware that organizations often misunderstand the project charter process during initiation allowing other agendas to piggyback onto it. They also pay too little attention early on to the details of the project scope. The key areas in initiation are PM assignment Project charter Project scope PM Assignment Being assigned to the right projects is critically important for your career therefore much of this chapter focuses on PM assignment. Just how are project managers assigned for major projects Bob Carroll graduated from Harvard University in 1972 and has an extensive background in manufacturing management and project management. He has written numerous
