Targeted youth support lacks focus until formal project manager put in place

Provider:

Training and Development Agency

Topics:

Youth Matters

Type:

Emerging practice

Date:

May 2006

The initial arrangements for managing the targeted youth support (TYS) project were not effective and needed to be changed. A project manager needed to be put in place with the skills and capacity to manage the change process.

The pathfinder initially decided against having a full-time project manager to run the Mobilise, Discover and Deepen stages of the project. Instead, it divided up key tasks, such as focused interviews, young people's engagement and multi-agency workshops, across senior management team members.

Some progress was made on the key tasks, but it soon became apparent that if the project was to deliver against its tight deadlines a single central reference point was essential. It was clear that this was going to be even more important as the project moved forward into the Develop stage.

The pathfinder acknowledged the issue and identified a strong candidate for the project manager role. 

Comments

The appointment of a formal project manager has given the project clearer focus and progress is secured.

Further information

Relevant activities for this case study include developing the project management and governance which is one of the activities in the Mobilise stage.

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Last updated on 01/05/2006