1. Adapting the organization to each project
Leadership and management are two distinct but complementary functions. Depending on the project, they may be carried out by one or more people.
Because of the specific nature of its purpose, every project is unique. As a result, the organization and distribution of responsibilities, the layout and sequence of work, the processes to be implemented and the rules and procedures to be applied must be defined for each project. This also applies to project management.
In highly operational projects with a limited scope, such as software maintenance projects, the workload and technical nature of management activities means that the project manager can be entrusted with all management tasks.
All or part of the management may also be taken on by one or more members of the project team, who thus add functional responsibility...
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Adapting the organization to each project
Managing a project
Bibliography
Afitep, Dictionnaire de management de projet , Paris, Afnor, 2010 (5th ed.)
Websites
AFITEP The French-speaking project management association (afitep.org) provides a number of documents, see in particular its Studies > surveys and questionnaires section.
Reference systems
Guidelines for quality management in projects, international standard ISO 10006, Paris, Afnor, 2003
Management de projet : présentation générale , FD-X 50-115, Paris, Afnor, 2001
Recommendations for project management , FD-X 50-118, Paris, Afnor, 2005
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