Week 13 Ch 15 Project Organization

avatar
Created by
Fernando Villareal

Cards (32)

  • Basis of Differentiation

    Big
    Cheese
    Finance
    Info Srvc Marketing
    Functional
    (Traditional)
    Company
    Big Cheese
    Atlantic
    Coast
    Great
    Lakes
    New
    England
    Territorial
    Drug Co.
    Big Cheese
    Testing
    Formula Permits
  • Bases of Differentiation 2
  • Where Is The Project Team? (1)
    Functional (Traditional) Organization
    Big
    Cheese
    Functional
    Manager
    Assigned to Project
    Unassigned to Project
    Functional
    Manager
    Functional
    Manager The project is divided into
    segments and assigned to
    functional areas. The project
    is coordinated by functional
    and upper levels of managers
  • Where Is The Project Team? (2)
    Matrix Organization
    Big
    Cheese
    Chief of
    Projects
    Assigned to Project
    Unassigned to Project
    Functional
    Manager
    Functional
    Manager
    Functional
    Manager
    PM
    Project Manager is assigned
    to oversee project and
    interacts on an equal basis
    with functional managers.
    This PM and the functional
    managers jointly direct work
    flow and approve technical
    and operational decisions.
  • Where Is The Project Team? (3)
    Pure Project Organization
    Big
    Cheese
    Project
    Manager
    Project
    Manager
    Project
    Manager
    Assigned to Project
    Project Manager is put in charge
    of a project team composed of a
    core group of people assigned to
    the project on a full time basis.
    The functional managers have no
    formal involvement.
  • Where Is The Project Team? (4)
    Sr. Mgt
    BETA
    PM
    Engineering
    Customer
    Service
    Research
    SPECTOR
    PM
    Engineering
    Design
    Procurement
    Research
    Design
    Engr Mktg Fin HR PD Mfgr
    [Nicholas & Steyn, PMEBT, 2021]
    Pure Projects as Arms to the Functional Organization
  • Project - Functional Interface
  • Advantages of
    Functional (Traditional) Organizations

    Big
    Cheese
    Finance
    Info Srvc Marketing
    Examples
    Big
    Cheese
    Logistics
    Contracting Engineering
    [Various including adaptation from Nicholas & Steyn, PMEBT,
  • Disadvantages of
    Functional (Traditional) Organizations

    Big
    Cheese
    Finance
    Info Srvc Marketing
    Examples
    Big
    Cheese
    Logistics
    Contracting Engineering
    [Various including adaptation from Nicholas & Steyn, PMEBT, 2012]
  • Advantages of
    Projectized Organizations
    Big
    Cheese
    F-15
    A-10 Maverick
    Examples
    Big
    Cheese
    Western
    Operations
    Center
    Internet Corporate
    Data
    Management
    Project
  • Disadvantages of Projectized Organizations
    Big
    Cheese
    F-15
    A-10 Maverick
    Examples
    Big
    Cheese
    Western
    Operations
    Center
    Internet Corporate
    Data
    Management
    Project
  • Advantages of Matrix Organizations
    Director
    Engineer.
    Projects Contracts
    Examples
    Logistics
    Project 1
    Project 2
    Project 3
  • Disadvantages of Matrix Organizations
    Director
    Engineer.
    Projects Contracts
    Examples
    Logistics
    Project 1
    Project 2
    Project 3
  • Three Types of Matrix Organizations
    Functional
    Organization
    Functional/
    Weak Matrix
    Balanced
    Matrix
    Project/Strong
    Matrix
    Projectized
    Organization
    Functional MatrixA person is
    formally designated to oversee the
    project across functional areas. This
    person has limited authority over the
    functional people involved and serves
    primarily to plan and coordinate the
    project. The functional managers
    retain primary responsibility for their
    segments of the project.
    • Project MatrixA PM is
    assigned to oversee the project
    and is responsible for completion
    Balanced Matrix– PM
  • Target Organizational Model
    Core
    Team
    Third-Party Stakeholders
    External Stakeholders
    Contractors and Suppliers
    Primary Project Team
  • Project Management Offices (PMOs)
    Project Management Offices have grown increasingly popular in the last two
    decades. Sometimes, they are known as Project Management Offices, or Project
    Support Offices, or Project Management Centers of Excellence. We begin this
    episode with a focus on the purpose of PMOs as well as an examination of the
    many functions that can be performed by a PMO.
    But it is important to emphasize that different organizations will structure their
    PMOs in different ways and assign them different functions. There are lots of
    ways to differentiate between types
  • Project Management Office (PMO)

    Department or group responsible for conduct of project management in an organization or division. The PMO has a major role in: setting and enforcing project management methodology; Providing mentoring and consulting services for PMs
  • PMO Functions
    Main purposes: Increase competency of PMs in the organization; Allocate and coordinate Project resources; set and enforce standards for project management; Assist PRB in portfolio management
  • PMO Functions

    PM
    Competency
    PM
    Resources
    PM
    Standards and
    Support
    PMO
    Portfolio
    Management
  • Summary PMO Functions

    Portfolio
    Mgt.
    PM
    Competency
    PM
    Resources
    PM
    Standards
    and Support
    PM Competency Requirements
    Education and Training
    Professional Certification
    Career Path Management
    Standards and Metrics
    Policies and Procedures
    Project Management
    Methodology
    Mentoring
    Consulting
    Project Control, Support, and
    Improvement
    Systems and Software
    Resource Management
    PMO Facilities
    Knowledge Management
    Assist Project Governance
    Board
    Gate Requirements
    Resource Allocation
    Relative Performance
  • Choosing the Right PMO
    Weather station, control tower, resource pool
  • The Weather Station
    The weather station tracks and reports
    events without directly influencing them: Function: Reports project progress; tracks cost and compares to budget; tracks and reports major risks and issues.
  • The Control Tower
    The control tower treats project management
    as a business process to be protected and
    nurtured. Functions: Establishes standards for managing projects; consults on following standards; enforces the standards; improves the standards
  • The Resource Pool
    The resource pool establishes a repository
    of project management expertise available
    to executives. Functions: Provides pool of skilled projects managers; Supervises and develops project managers; Provides career path for project managers.
  • Where Does The PMO Belong?

    Big
    Cheese
    Chief of
    Projects
    Functional
    Manager
    Functional
    Manager
    PM
    PM
    PM
  • Stakeholders

    Every project has stakeholders…people who are impacted by the project or the
    project result. Sometimes, stakeholders can become very active and supporting
    your project, and sometimes they may do everything in their power to prevent
    your project from going forward.
    So it is important that dedicate some attention to the topic of stakeholders. Who
    are the stakeholders in your project? How might you approach engagement of
    your stakeholders? What is your role in managing the relationships with your
    stakeholders?
  • Project Stakeholders
    Stakeholder is: Anyone who is: influential in, interested in , or affected by the project. Anyone who: provides technical expertise, labor, or material; provides sponsorship and support; wants, needs, or supports the project; opposes or tries to obstruct the project.
  • Project Stakeholders (cont’d.)
    Include: customer/clients; personal interest groups; public interest groups. All are important, their contributions, support, or resistance affect project outcomes.
  • The Project Manager and Stakeholders
  • Stakeholder Engagement Plan
    Stakeholders with low
    influence on the
    project
    Stakeholders with
    high influence on the
    project
    Stakeholders with
    high interest in
    project
    Keep informed Focus on these: keep
    informed and
    satisfied
    Stakeholders with
    low interest in
    project
    Possibly ignore;
    monitor for changes
    in interest/influence
    Keep satisfied
    [Nicholas & Steyn, PMBET, 2021]
    • A plan for strategies for communicating with, engaging, or otherwise
    dealing with stakeholders.
    • Should consider each of their level of interests and influence
  • Project Stakeholders
  • Project Stakeholders (cont’d.)