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1 Project teams in a matrix organization BEING A TEAM PLAYER Keep your ego at bay. You want the team to be able to tell you bad news and also (politely) point out when you are wrong. If you wed yourself to your opinions and put down anyone daring to question you, you will have lots of surprises during the project – mainly unpleasant. There are likely to be other projects within the company that rely on some of the resources being used in your project. This presents a couple of challenges to you as project manager.

They seem to think that manic action in any direction is a good substitute for knowing where you are going. Sometimes there is no substitute for raising your voice to get a point across or to underline that something is exceptionally serious. However, if you are shouting all the time you have no headroom left to escalate things to show your displeasure even more clearly – unless you want to try stamping up and down and screaming and screaming like a 6-year-old. BEING THE RIGHT KIND OF PROJECT MANAGER Many people have had experience of a badly run project.

How do you tell where you should be managing and where you should be leaving the team to get on with things? This is where I feel it is important to be in face-to-face contact with your team and team leaders. Where people have concerns that they are not expressing then you can spot several behaviours that indicate further investigation may be needed. Avoidance This can be seen in a number of different ways when people:      continually veer the subject away from a particular topic; postpone meetings; delay delivery of information; continually provide excuses for why things aren’t progressing as expected; are generally evasive.

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