Week 3 Flashcards

1
Q

what happens when organisations are successful?

A

they grow and as they do their structure has to meet and adapt to this growth and so meet new market needs
- each organisation is unique and can be organised around products/ services offered, location of operation, type of customer etc

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2
Q

why are ‘project orientated organisations’ increasing?

A
  1. Increased need for speed, agility, and flexibility
  2. Producing innovative new products/ services require teams with multiple specialisms
  3. “Destabalising” nature of technology
  4. Senior managers can’t manage everything!
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3
Q

what are functional organisation?

A
  • they are structured around individual functions eg marketing, production, sales
  • a standard structure that is divided and each function has limited interaction with other functions
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4
Q

which two ways do functional organisations run projects?

A
  1. Project is “owned” by the particular function
    – Normally the function that is most interested / has the most appropriate resources and other functions provide support
  2. Project work shared across relevant functions
    – Senior manager appointed as project manager
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5
Q

what are the ADV of projects in functional organisations?

A
  • Flexible use of staff
  • Experts can work on multiple projects
  • Project Team has access to specialists across the organisation
  • Technological and policy continuity
  • Project success can lead to promotion opportunities
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6
Q

what are the DISADV of projects within functional organisations?

A

– Customer is not the focus of concern as day to day tasks needed to be one take priority
– Responsibility is unclear, who takes praise/ blame?
– Coordination issues between departments, some can perform more than others
– Project is less important than functional department as loyalty will remain within department not with the project
– Motivation issues as members can be busy with their own work

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7
Q

what are projectised organisation?

A
  • functional departments report directly to CEO, each project then becomes its own ‘department’, eg each project has all functions it needs
  • policies and procedures can be dictated by senior management or by project team
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8
Q

what are ADV of projects in projectised organisations?

A
  1. PM has full control over project
  2. simple reporting structure as chain of command is easier
  3. improved communication
  4. increased commitment and motivation from team as they’re employed solely on project
  5. faster and more efficient decision making, as done need approval from other functions
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9
Q

what are the DISADV of projects within projectised organisations?

A
  • Duplication of effort eg is there a need for 2 risk assessments, 1 for each project
  • Resource hoarding
  • Risk of having “overly specialised” staff
  • Projectitis can lead to competition and worries about the future as members can become attached to projects overtime
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10
Q

what is a matrix organisation?

A

A ‘hybrid’ approach of ‘functional’ and ‘projectised’ organisations which gains advantages of both and tries to overcome some of the disadvantages
- has a v flexible structure

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11
Q

what is a strong matrix?

A
  • looks like a projectised structure
  • PM controls what and when people do but the functional manager decides who is actually assigned to the project and how the work will be done
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12
Q

what is a weak matrix?

A
  • looks like a functional structure
  • PM has to identify and ask snr management for resources needed from other functional departments
  • tasks can be outsourced externally if there aren’t adequate internal resources
  • team members are effectively ‘loaned out’ to projects from functional departments which can cause friction as dept. heads may not want this
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13
Q

what is a balanced matrix?

A
  • power and authority is shared between functional managers and PM
  • Work of some functional departments is required across multiple projects (e.g. IT department), these departments remain functionally organised as their members aren’t assigned to projects, instead they are asked to conduct project work as required
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14
Q

what are the ADV of projects within matrix organisations:

A
  • Project is the focus
  • Clear responsibility as PM is solely responsible
  • Access to organisation-wide expertise
  • Reduced projectitis, as members return to functional depts after
  • Better use of organisation’s resources
  • Large degree of flexibility
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15
Q

what are the DISADV of projects within matrix organsations?

A
  • Unclear decision-making power, who gets final say?
  • high competition between projects for resources
  • Negotiating for resources is difficult
  • Reporting lines are unclear, as members have more than 1 boss
  • Staff may still become “discipline-oriented”, as they still have loyalty to one dept.
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16
Q

what organisational structure is ‘best’?

A

firms dont have a choice over the structure, as it changes over time to meet changing requirements

17
Q

what is project management office PMO?

A

its a department within an organisation that defines and maintains its project management standards therefore aiding PM’s

18
Q

what are the first two types of task carried out by the PMO?

A
  1. managing projects: conducting regular audits on projects, help PM with admin tasks
  2. project manager development: organise training for all PMs, encourage regular communication between PM and PMO
19
Q

what are the final two types of tasks carried out by the PMO:

A
  1. Strategic priorities: identify changes to firm environment, assess if a project fits with firms goals and strategy, establish risk management policies
  2. improvement: create and share best PM practices, act as PM champion, create and manage resource database
20
Q

what is level 1 basic PMO?

A
  • Information Centre, Reports on Project Progress, Assesses organisation’s Project Management Maturity
21
Q

what is level 2 intermediate PMO?

A
  • Creates best practice policies and procedures, disseminates Lessons Learned, Aid Project Managers in their admin and managerial requirements
  • Offer basic training on project management
22
Q

what is level 3 advanced PMO?

A
  • Establishes resource database, monitors dependencies across all project, audits and prioritises individual projects
23
Q

what does each project team need?

A

a PM, an assistant to the PM if needed, a PM team

24
Q

how do you select project team members?

A
  1. create WBS
  2. identify skills needed
  3. locate individuals with these skills
  4. negotiate with dept head and individuals
  5. if skills not available in house, sub-contract
  6. identify key players
  7. ask team members what resources are needed
25
Q

what are the supportive roles in a project team? according to Kerzner (2017)

A
  1. Initiators - Enthusiastic, Start conversations, Usually the first to give ideas for solutions
  2. Information Seekers - Ask for information to make more informed decisions
  3. Information Givers - People “in the know” (usually experts in a given area), Happy to share their knowledge with others
  4. Encouragers - Encourage others to share their thoughts, Very good for team dynamics
  5. Clarifiers - Clarify what others have said, Ensure everyone is on the same page
  6. Harmonisers - Promote strong team dynamics
  7. Consensus Takers - Ensures decisions are made based on consensus
  8. Gatekeepers - Ensures everyone’s views are consulted, Uses rational thought process
26
Q

what are the destructive roles in a project team?

A
  1. The Aggressor - Very aggressive, Highly critical of everything
  2. Dominator - Controlling and manipulative, Tries to take over
  3. Devil’s Advocate - Finds fault in everything, Refuses to become a believer
  4. Topic Jumper - Continuously changes topics, Cannot focus on issues for long unless it is their issue
  5. Recognition Seeker - Status conscious,
  6. The Withdrawer- Shy and afraid of criticism, Withholds information
  7. The Blocker - Enjoys criticising others and rejecting their ideas
27
Q

what are the issues of managing project teams:

A
  1. Most Project Team Members are perfectionists
  2. Motivating individuals can be difficult
  3. People don’t like being micro-managed
  4. Bringing people together as a group does not make them a “team”
  5. Team member turnover is commonplace
  6. Interpersonal conflict.
28
Q

what are the people-focused roles of belbin?

A
  • Resource Investigator: Extroverted, enthusiastic, communicative. Explores opportunities and develops contacts
    who can help the project.
  • Team Worker: Cooperative, mild, perceptive and diplomatic. Listens, builds, averts friction and calms the waters.
  • Coordinator: Mature, confident and a good team leader. Clarifies goals, promotes decision-making and delegates well
29
Q

what are the task/action focused roles of Belbin?

A
  • Shaper: Challenging, dynamic, thrives on pressure. Drive and courage to overcome obstacles.
  • Implementer: Disciplined, reliable, conservative and efficient. Turns ideas into practical actions.
  • Completer-Finisher: Painstaking, conscientious. Seeks errors and omissions. Delivers on time.
30
Q

what are the thinking focused roles of Belbin?

A

Plant: Creative, imaginative, unorthodox. Able to solve difficult problems.
* Specialist: Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.
* Monitor-Evaluator: Sober, strategic, discerning. Sees and evaluates options. Judges accurately.

31
Q

what are the team building activities for start of project, new person, problem and conflict?

A
  1. start of project:
    - low tech social network
    - one question icebreaker
  2. new person:
    - 2 truths 1 lie
    - coffee morning
  3. problem:
    - human knot
    - back to back drawing
  4. conflict:
    - trust wave
    - memory wall.