Projects within organisations Flashcards
project accommodation options
functional - projects within functional departments
matrix - does not disrupt day-to-day operation of business
task force - separate from main organisation
functional
- where project is located within one of the organisation’s functional groups.
- works well when project is within the expertise of department
- less effective when the work involves outside assistance and input
Adv/Dis
- better control over personnel
- communication channels and efficient ways of working already established
- quick reactions
- lack of client/customer focus
- lack of diversity of skills/knowledge
- lack of commitment from other departments
project (task force)
- pure project structure exists outside of the mainstream organisational structure
- project office and staff not attached to other departments.
- people seconded from their main job to the project full time
Adv/Dis
- better communication/team spirit
- mutual respect and understanding of each other’s responsibilities
- tast-oriented environment, focussed
- cost of duplicating infrastructure and staffing
- ‘projectitis’ - team become a clique that operates outside organisational procedures.
- arrogance - isolation
matrix
- people borrowed from home departments on part-time basis.
- seeks to harness multiple inputs from across organisation.
- people borrowed from different levels in the organisational hierarchy
adv/dis
- builds wider organisational support
- access to wide range of expertise
- project has clear identity and leader
- team members have two bosses; their own departmental manager and PM. and the PM has lower standing than departmental manager
- people have conflicting priorities
- Pm lacks authority
- departmental managers choose members to be on projects (weakest workers?)
inverted matrix
- mainly used by organisations that conduct majority project work pool of personnel, placed on projects depending on experience.
- when not on projects, they conduct work such as new business development projects are vertical structures
adv/dis
- PM has greater authority over personnel
- PM has freedom to select team members
- client/project focus
- PM still has to compete for resources with other projects
- best people are likely to be on projects most often
- *
role of project manager
- manage project work from kick-off to closure
- plan project
- secure and allocate resources
- identify and manage risks
- lead and motivate team
- delegate
- monitor progress
- hand over
- communicate with stakeholders
project sponsor
should only be one project sponsor
- individual or body for whom the project is undertaken and primary risk taker
- owner of business case
- person to whom the PM is accountable
responsibilities;
- ensure project is aligned with corporate objectives
- approving outputs throughout life cycle
- chair project board
project board
steering committee cross-functional senior management decision forum, including users and suppliers to
- provide clear strategic direction for project
- ensure organisation’s interests are served by project
project office
responsibilities may involve;
- collating and processing paperwork
- maintaining and updating project documentation
- collecting and issuing progress reports to team, sponsor and other stakeholders
- may include procurement, resource allocation
project champion
someone who acts as a champion of the project within the organisation, helps to garner support and assists in securing resources and priority.
- should be influential/ good access
what is the aim of programme management?
To support strategic change through projects, through their alignment with each other and related ‘business as usual’ activities.
programme manager is responsible for a collection of projects and manage trade-offs between them
what is portfolio management?
the selection and management of all of an organisation’s projects, programmes and related business activities organisations
seek a mix of projects and programmes to meet their strategic objectives
checklist for productive meetings
necessity of meeting plan,
clear objectives an agenda minimum number of participants appointed chair someone doing minutes
ground rules (no chatting)
time contract
agreed actions
