Team Manager

How do you know that you are in the role of the Team Manager? What is the difference between the Project Manager and the Team Manager? How were you appointed to this role? Do you know what is the obvious responsibility of the Team Manager? When does your job as a Team manager begin and when does it end?

2. How much time do you spend in the role of team manager?

Do you know what a Work Package contains? Do you know what are the tolerances of a Work Package? What would you do if you encountered a problem during the creation of a product? Do you know when a Work Package is considered completed? Who should be informed about the completion of a Work Package and to whom do you deliver the completed Work Package?

3. Do you know what contains the work package?

Do you know what is the Work Package? Do you know what the tolerances of the Work Package are? What do you do if during product creation occurs a serious problem? Do you know, when the Work Package is considered as completed? Who do you inform about the completion of Work packages and how?

4. From whom do you receive instructions as a team manager?

Are you receiving instructions directly from the Project Manager? Can your immediate supervisor (boss) change the instruction of the Project Manager? Whom should you contact if the Project Manager forces you to an impossible task?

5. Who pays you?

Are you still an employee of your organization or you are paid for the project? Where did you take finances to pay the team members? Where do you get money for the project purchase and to whom do you charge them? How do you monitor the project expenditure and how do you plan future expenditure?

6. Do you use the team plan?

What is the basis for team plan preparation? How do you monitor the progress and monitor compliance with the Plan team? Who will approve the plans? Can you change the Team Plan?

7. What do you know about the quality of the product supplied?

How do you ensure the quality of the product delivered? Do you know where you'll find the quality requirements of the product to be delivered? How do you measure the achievement of the quality requirements? Who will acknowledge that you have reached the required quality? Who will approve the finished product?

8. How is the teamwork reported?

Do you know when and to whom you report to? Do you know the format of the report and in which way it is sent? Do you know what the report should contain? Do you know what to do, if there is an unforeseen problem? How do you learn about the risks associated with the Work Package? Could the risks cause the failure of product delivery? How do you monitor the risks during the creation of a product? Do you know how to eliminate/reduce the influence of a risk?

9. Do you monitor the risks?

How to learn about the risks associated with a Work Package? Should the risks cause a failure of product delivery? How do you monitor the risks during product creation? Can you take action to eliminate the impact of risk?

10. Are you the team manager or the project manager?

Does the product development require you to set up a separate project? Are there any other persons involved in the project, project managers? Does your organization give you adequate support? To whom are you responsible for, the success of a delivery?

It is obvious, that the team manager on the major project (any supplier to the project) becomes the project manager when it concerns their own supplier company. So it might happen, that there are more project managers meeting in the project, but only one of them is responsible for the day-to-day management of the main project.


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