More and more companies are shifting their internal structures toward projects and away from traditional management methods in a bid to cut middle management costs and focus employees on adding value. As part of this new orientation, many are merging existing management functions into projects. For project managers, the upside of this trend is more experience and involvement in critical business functions. The downside is the possibility of taking on tasks that business or line managers used to handle, such as policing email/Internet policies, attending and hosting sales meetings, training, dealing with infrastructure and security issues, and administering nonproject budgets. Perhaps the most difficult adjustment to make is dealing with human resources (HR) issues. Shift to HR-related duties has good and bad sides
In project management, we tend to obsess over specification creep and mission drift. Shifting HR duties from the traditional management structure to the project manager is a wider form of the same phenomenon, in which your working life expands beyond your expectations of the job. For the project manager, taking on additional HR duties comes with opportunities and challenges. One good thing to come from these new responsibilities is that companies are listening to project managers' opinions more closely, particularly about employee performance. This is beneficial in many respects, including:

• It increases project managers' exposure to personnel-related experiences.
• It gives creditable, even outstanding, performance on projects a chance to be recognised.
• It allows project managers to criticise "unhelpful" attitudes about project work.

But I think these expanded job roles are being taken to the extreme. For instance, over the past year or so, I've conducted many interviews with job candidates, and I've taken part in numerous personnel reviews for individuals who aren't directly involved in any project work, such as administrators and marketing staff. While I recognise the importance of providing employees with objective feedback, the extra functions can conflict with the extreme demands regular project work makes on a project manager's time. Suddenly assuming HR duties can dramatically affect your team's dynamics, too. Change isn't always well received
When team members discover that you have a major influence over their prosperity and career prospects, their behaviour often changes. They may start to act as individuals rather than as a team, possibly trying to impress you rather than working to benefit the project. You may also have trouble stirring up a creative difference of opinion because team members may think that they have to a. Go to the