Part Five - Getting started

Introduction

Overview

Checklists

Finding Partners

Managing expectations

Making the commitment

Getting started

Devolved responsibilities
Motivation

Sustainability

Final checklist

Last updated:
08/05/05
web-weaver:  neil@neilsandford.co.uk 

The managerial overhead of working within a project controlled by a formal consortium agreement is significant. This can lead to extended and delayed decision-making and to bottlenecks and overload within the management chain. Both problems can be addressed through a willingness to devolve responsibilities where appropriate. This does not only mean empowering and trusting representatives to contribute to collective decision-making and thereafter abiding by the results; it means putting trust into the agreed project plan on a day to day basis and letting the development team get on with the job without continual pressure for accountability.