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Planning a project

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Gantt charts, critical path analysis, SMART objectives and estimation skills are just some of the topics covered in this free course, Planning a project, to help you understand how to plan for a project. You will gain an appreciation of the range of planning techniques available and the situations in which it is appropriate to use them.

After studying this course, you should be able to:

  • develop plans with relevant people to achieve the project's goals
  • break work down into tasks and determine handover procedures
  • identify links and dependencies, and schedule to achieve deliverables
  • estimate and cost the human and physical resources required, and make plans to obtain the necessary resources
  • allocate roles with clear lines of responsibility and accountability.

By: The Open University

  • Duration 8 hours
  • Updated Thursday 9th June 2016
  • Advanced level
  • Posted under Business Studies
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5.3 Team structure and responsibilities

Teams have great difficulty in working effectively if they are too large to work together conveniently. Six to eight people is often considered to be about right. Where the project needs more staff to deliver all of the outcomes, the structure could consist of a number of teams, each with a team leader. In some projects there may not be a team but, instead, a number of individuals or groups making a specialist contribution at an appropriate time and a method for co-ordinating these inputs becomes vital.

At this stage, the roles will be identified in terms of the expertise or skills that are needed to complete each of the main tasks. Where members need to be recruited to the team, this process will help to identify the criteria for selection. If some of the project team have already been identified, or if the team leaders have been appointed, there is an opportunity to include them in determining the team structure. The key responsibilities can also be allocated.

The project manager will usually retain the responsibility for ensuring that the decisions reflected in the authority chart are carried out. Once the levels of authority have been decided it is not difficult to decide how the approval will be sought and recorded, how those who should be informed will be told and how consultation will be arranged. All of these activities involve subtasks that can be allocated to individual team members.

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