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Any successful project management, regardless of the organizational structure, is only as good as the individuals and leaders who are managing the key functions. Project management is not a single-person operation; it requires a group of individuals dedicated to the achievement of a specific goal. * People trained in single-line-of-command organizations find it hard to serve more than one boss.
Performance is difficult for many individuals in the project environment because it represents a change in the way of doing business. Individuals, regardless of how competent they are, find it difficult to adapt continually to a changing situation in which they report to multiple managers.

* People may give lip service to teamwork, but not really know how to develop and maintain a good working team.
Project management is successful only if the project manager and his team are totally dedicated to the successful completion of the project. This requires each team member of the project team and office to have a good understanding of the fundamental project requirements. Project managers should have both business management and technical expertise. They must understand the fundamental principles of management, especially those involving the rapid development of temporary communication channels. Project managers must understand the technical implications of a problem, since they are ultimately responsible for all decision-making.

* Project and functional managers sometimes tend to compete rather than cooperate with each other.
One of the major performance problems lies in the project–functional interface, where an individual suddenly finds himself reporting to two bosses, the functional manager and the project manager. If the functional manager and the project manager are in agreement about the work to be accomplished, then performance may not be hampered.

* Individuals must learn to do more “managing” of themselves.
Many individuals thrive on

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