'One of the things that I feel very strongly about as far as projects are concerned is the need for business ownership of projects. Not just business involvement but actually ownership of the project and when it comes down to your comment about people, ultimately it is people that determine whether a project is successful or not. I insisted on this particular project that I had the actual manager of Multinational Business, full-time on the project, which I thought I wouldn't actually achieve but it was absolutely vital. It's such a complex business..X013 page 011.03 (tape 02..) Gordan Notes/Trans/Tape 30/09/93... The Manager, David, he's now been replaced by Neville who I mentioned before but David at the time was Multinational Business Manager. ... He was full-time on the project for three months. As was one of the development underwriters a guy by the name of Keith.
... So I had two with me full time and total access to anybody in the business who I wanted to talk to. So that did a number of things. It meant the thing was focused properly, had credibility and in David we had a guy who really understood the business, because ... with it being so complex, if you'd just relied on someone more junior you would have only got a limited kind of perspective on the whole thing. Having him on board was superb.
... [While he was seconded] They delegated it [his job] to the two Account Managers who were beneath him for the three months and his boss got more involved as well, ... Now, we decided that the key areas as far as X were concerned were Holland, UK and the States so we concentrated on those three countries and I had somebody on board from X in Holland on a part time basis, someone by the name of Hans. And in the States a guy by the name of Adrian. Hans was basically the Services Manager in Holland. ... Adrian was the Vice-President in the States or something.... he was the number two in the US, he's now the number one.'
Social influence: | Team: Composition |
Technical influence: | Process: Project management |
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Recording |
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Social influence |
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Technical influence |
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© Clare Tagg 2000