Introduction
Much discussion and research has taken place over the years attempting
to classify personality types and their functionality in an organizational
setting. The purpose of this paper is to focus on those characteristics
most relevant to a successful project leadership role. It identifies
how different types of people might have to be selected to suit
different project circumstances. Such circumstances include differences
between the major high-level phases of the project life cycle.
By definition, the objective of a project is to produce a once-only
product within desired constraints of scope, quality, time and
cost.
Obviously, a project is a process that requires managing and the
objective of this management, i.e. of project management, is to
produce the product successfully. In this context, producing the
product successfully means not only conducting a successful project
but also creating a successful product. This distinction is drawn
because too often successful project management is characterized
as being "On-time and within-budget'. Unfortunately, simply
being on time and within budget does not necessarily mean that the
product of the project is also successful - even if the product
meets specified requirements.
It would appear axiomatic that the success or failure of a project
is almost entirely dependent upon the people involved and how they
run it. Therefore, this paper focuses on the most relevant people
characteristics, especially those of the project leader or manager
and how different characteristics might have to be selected to suit
the project circumstances.
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