In project management, the project team is a crucial element in achieving project success. It consists of the project manager, the project office, and the functional or interface members. The functional team members are responsible for carrying out specific functions in the project and must report horizontally as well as vertically for information flow.

Functional team members are often shown on organizational charts as project office team members. This is done to satisfy customer requirements. However, upper-level management can have an input into the selection process for functional team members but should not take an active role unless the project and functional managers cannot agree.

Functional management must be represented at all staffing meetings because functional staffing is directly dependent on project requirements. Functional managers generally have more expertise and can identify high-risk areas. They must also develop a positive attitude toward project success, which is best achieved by inviting their participation in the early activities of the planning phase.

Functional team members are not always full-time. They can be full-time or part-time for either the duration of the project or only specific phases. The selection process for both the functional team member and the project office must include evaluation of any special requirements. The most common special requirements develop from changes in technical specifications, special customer requests, organizational restructuring because of deviations from existing policies, and compatibility with the customer’s project office.

A typical project office may include between ten and thirty members, whereas the total project team may be in excess of a hundred people, causing information to be shared slowly. For large projects, it is desirable to have a full-time functional representative from each major division or department assigned permanently to the project, and perhaps even to the project office.

Both the project manager and team members must understand fully the responsibilities and functions of each other team member so that total integration can be achieved rapidly and effectively. On high-technology programs, the chief project engineer assumes the role of deputy project manager.

Project managers must understand the problems that the line managers have when selecting and assigning the project staff. Line managers try to staff with people who understand the need for teamwork. When employees are attached to a project, the project manager must identify the “star” employees. These are the employees who are vital for the success of the project and who can either make or break the project manager. Most of the time, star employees are found in the line organization, not the project office.

As a final point, project managers must be willing to surrender resources when they are no longer required. If the project manager constantly cries wolf in a situation where a problem really does not exist, the line manager will simply pull away the resources, and a deteriorating working relationship will result.

In conclusion, the functional team plays a critical role in the success of a project. It is essential to have full-time functional representatives from each major division or department assigned permanently to the project. Project managers must understand the problems that line managers have when selecting and assigning the project staff. Finally, project managers must be willing to surrender resources when they are no longer required.