Organisation Flashcards
Projectized organisational structure
Established especially for a project. Project team
members work directly under management of the project manager - diagram
Functional organisational structure
Bureaucratic structure, divides the organization into
departments based on their function
- Horizontal hierarchy (organizational structure)
- Functional hierarchy
Project organization matrix
Reporting and responsibilities relationships are established as a matrix
Development requisites
• Employees are full time on the project to ensure a degree of loyalty
• Horizontal and vertical channels between functional and project manager must
exist for commitments and communication
• There must be a quick and effective method for conflict resolution
• Both functional, horizontal and project managers must be involved in the
planning process
• Horizontal and functional managers must be willing to negotiate for resources
Organizing the project team - with business
Business management • Money • Human (Employees) • Equipment • Facilities • Materials • IT Horizontal hierarchy; Daily working relationships between functional managers (assign resources) and project manager • Functionality hierarchy employees report to project managers
Project organization (roles)
- Project manager
- Assistant project managers (if necessary)
- Project office (= project manager+assistant project managers)
- Functional managers and employees
Key questions (assigning of roles)
Who has the skills/ knowledge (based on requirements) to become a successful
project manager?
• Who should be a member of the project team?
• Who should be a member of the project office?
• What can happen (downstream) to cause the loss of key team members?
Project manager skills
Technical Project Management skills • Leadership skills • Strategic and Business Management skills But also • Interface management skills • Controlling skills • Directing skills
Controlling skills
• Measuring: determining through formal and informal reports the degree to which
progress towards objectives is being made.
• Evaluating: determining cause and possible ways to act on significant deviations from
planned performance
• Correcting: taking control action to correct an unfavorable trend or to take advantage
of an unusually favorable trend
Directing skills
• Staffing; choice of the most appropriate person for the job
• Training; teaching others or groups of others how to fulfill their duties/ responsibilities
• Supervising; giving other day-to-day instructions, guidance and discipline required
• Delegating; assigning work, responsibility and authority so other can maximize their abilities
• Motivating; encourage others to perform appealing to their needs
• Counselling; holding private discussions with another about improvement of work
• Coordinating; seeing activities are carried out in relation to their importance with a
minimum conflict.
Responsibilities, project manager
Responsible for integrating (coordinate) project activities across multiple functional
lines
Resources • Money • Human (Employees) • Equipment • Facilities • Materials • IT
Integration activities necessary to: • Develop project plan • Execute the plan • Make changes to the plan
Deliverables
• Products
• Services
• Profits
Project manager; Planning and Control Management - responsibilities
- Equipment utilization
- Performance efficiency
- Identification of alternative to problems
- Identification of alternatives to conflict resolution
Project manager; Interface management
1. Product interfaces • Performance of parts or subsections • Physical connection 2. Project interfaces 3. Customer interfaces 4. Management (functional and upper-level) interfaces 5. Material Interfaces
Project manager; staffing of projects (problems)
- Part-time vs full-time projects
- Several projects assigned to one project manager
- Project assigned to functional managers
- The project manager role retained by the general manager
- Employee resistance
• Non-acceptance of rules, policies and procedures
• Non-acceptance of established formal authority
• Professionalism being more important than company loyalty
• Focus on technical aspects rather than on budget and schedule
• Incompetence
Supportive
roles
The Initiators Gate keepers Consensus Takers Harmonizers Clarifiers Information Givers Encouragers The Information seekers
Destructive
roles
The blocker • Likes to criticize • Reject views of others • Cites unrelated examples and personal experiences • Announce reasons of project management failures The withdrawer • Is afraid to be criticized • Participate not openly, if not threatened • May withhold information • May be shy The recognition seeker • Always argues in favor of his/hers own ideas • Always demonstrates status consciousness • Volunteers to be project manager if status is ok • Likes to hear him/ herself talk • Likes to boost information The dominator • Always tries to take over • Professes to know everything • Manipulate • Challenge the leaders incl project leader The devils advocate • Finds fault in all areas of project management • Refuse to support project management • Acts more than a devil (no advocate) The topic jumper • Must be the first one with a new idea • Constantly change topic • Cannot focus on other people ideas The Aggressor • Criticizes everybody/ everything • Deflates status and ego of others • Always acts aggressively
