Should a project management methodology also include staffing policies? If so$,$ what would be an example of a staffing policy?

When should a project manager negotiate for people, and when should the project manager negotiate for deliverables?

Should a staffing policy also distinguish between full$-$time and part$-$time assignments?

How should a company handle a situation where the line managers refuse to support project management, even though it is defined as part of the methodology?

Should staffing policies and the role of line management be defined in terms of policies and procedures or simply guidelines?

What types of interpersonal skills are needed to be an effective project manager?

How do the interpersonal skills of a project manager differ from the skills needed to be an effective line manager?

Is your answer to the first two questions dependent upon the fact that in project management multiple$-$boss reporting is required?

Should the list that you have created be dependent upon whether or not the project manager has wage and salary responsibility $($or input$)$ for the team members?

Why is it often difficult for experienced line managers to become full$-$time project managers? $($Or$,$ in some cases, even part$-$time project managers?$)$

Some project managers have a command of technology while others have an understanding of technology. Can this command or understanding of technology influence the interpersonal skills needed to be a project manager?

Can the interpersonal skills requirements change if the project manager focuses on deliverables rather than people?

Can someone with very strong technical skills also have undesirable project management interpersonal skills?

Should a project management methodology identify the desired interpersonal skills of a project manager or should it be done on a project$-$by$-$project basis only?

Is it appropriate for a project management methodology to contain policies and procedures on project staffing?

Should staffing policies and procedures be directed to project managers, line managers, or both?

Should project sponsors be involved in decisions affecting project staffing? If so$,$ what specifically is their involvement and for the staffing of which positions?

How do you develop a policy that $$forces$$ a project manager to release people to other projects, assuming they are no longer required on the existing project?

Is project staffing an $$accountability$$ decision?

Is it the responsibility of the project manager or line manager to adequately define the skill level required to complete a task?

Should staffing policies be applied to full$-$time personnel, part$-$time personnel, or both?

What criteria should exist in deciding when to use a project office as opposed to just a project manager?

Are the integration management responsibilities of a project office manager different than those of a project manager?

What is a project office?

What is the role of a project office manager?

Can the members of a project office be part$-$time or must they be full$-$time?

If employees are assigned full$-$time to a project office, can they still report administratively to their line managers?

Can the assigned project office employees be full$-$time and yet the project manager be part$-$time?

Can project staffing policies be defined for a project office or is it more project$-$specific?