Manage a team project, manage the transversality, that is to say to both manage the opening up but instead of explaining the project relative to other business activities. This induces involvement of senior management in supporting the project. One of the major difficulties in the functioning of the team is to understand and integrate different “time scales” of an existing business to another.
• For the production people, the time scale corresponds to the cycle of production, which can range from daily (fresh products in the agro-food manufacturing of unassembled).
• For commercial, the time scale is measured in rounds, campaigns, trade shows, seasons, tender … or between the period between the prospect for a client and achieving a sale.
• For researchers, the time scale can be regarded as highly variable.
• For engineers design offices, the timescale is indefinite, but constrained. It comes fairly easily in an innovative project planning.
• The time scale depends on the buyers delivery providers.
• The time scale of IT based on successive planning to manage risks. It’s easier to integrate in an innovative project.
• The time scale of financial based on monthly cash flow.

The awareness of each member of the project team that must adapt to a specific time scale of the project is a prerequisite for success.
A group needs to be structured but not too much. There is a balance to find. Managers have

therefore a fundamental contribution to the success of the project while at the base, they are not specialize in group dynamics. N’occultons that motivations are also linked to career development: financial rewards, advancement … or simply better “visibility” by leaders of the project participants.