What sort of challenges do you think the following Project Manager might encounter during the project inception and feasibility stages?
·An individual with a very autocratic personality who is good at making decisions, but does not always consult with those he needs to prior to making those decisions.
·An individual who is very good at nurturing relationships and considering people’s feelings, but who attempts to avoid conflict by procrastinating decisions.
·A politically ambitious individual who is keen to tell stakeholders what they want to hear.
It is not uncommon for the individual who has been appointed the Project Manager at the project inception stage to still be in his or her position through the procurement phase. Sometimes this individual is replaced during the project development or delivery phase. What steps can the Project Manager take to ensure that his or her successor has a thorough understanding of the history of the project, and can find out what was discussed and agreed between the institution and the private party at a stage when he or she was not yet appointed?
When do you think the Project Manager should be the head of the institution’s (companys) negotiating team during the procurement phase, and when should he or she appoint someone else?