copyright 2012 john wiley & sons, inc. chapter 5 the project in the organizational structure
TRANSCRIPT
![Page 1: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/1.jpg)
Copyright 2012 John Wiley & Sons, Inc.
Chapter 5
The Project in the
Organizational Structure
![Page 2: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/2.jpg)
5-5-22
Project Growth
Need for speed, market responsiveness, and product flexibility
Need for broader areas of knowledge in developing new products and services
Rapid expansion of technology Management inability to understand and
control large numbers of activities
![Page 3: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/3.jpg)
5-5-33
Organizational Issues Related to Projects
How to tie project to parent firm How to organize the project How to organize activities common to
multiple projects
![Page 4: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/4.jpg)
5-5-44
Traditional Forms of Organization
1. Functional
2. Projectized
3. Matrix
4. Composite
![Page 5: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/5.jpg)
5-5-55
Projects in a Functional Organization
Make it a part of one of the functional divisions– More than one choice may exist– If support from other areas is needed, they
are expected to help support the projectAnother way is to assign the work to all
divisions with the top management overseeing the effort
![Page 6: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/6.jpg)
5-5-66
Including Project In Traditional Forms
Figure 5-1
![Page 7: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/7.jpg)
5-5-77
Advantages
Maximum flexibility in the use of staff Experts can be utilized by many different
projects Specialists can be grouped to share
knowledge and experience Functional division serves as a base of
technological continuity Functional division contains the normal path
of advancement
![Page 8: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/8.jpg)
5-5-88
Disadvantages
Client is not the focus of the activity Functional units tend to be oriented toward
the activities of that particular function No individual is given full responsibility Response to client needs is slow and
arduous Tendency to suboptimize the project Motivation tends to be weak A holistic approach to the project is not
facilitated
![Page 9: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/9.jpg)
5-5-99
Projects in a Projectized Organization
Figure 5-2
![Page 10: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/10.jpg)
5-5-1010
Advantages
Project manager has full authority All members report to the project manager Short lines of communication When there are similar projects, expertise can
be retained Strong and separate identity Swift decisions Unity of command Structurally simple and flexible Supports a holistic approach
![Page 11: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/11.jpg)
5-5-1111
Disadvantages
Duplication in staffing Stockpiling Workers tend to fall behind in other
areas of their technical expertise Inconsistency in policies and
procedures A project takes on a life of its own Worry about life after the project is over
![Page 12: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/12.jpg)
5-5-1212
Projects in a Matrixed Organization
Matrixed project organization– Keeps desirable features of both standalone
and functional projects– Avoids some of the disadvantages of each
type It is a combination of standalone
projectized and functional organization structures
Can take on a variety of specific forms
![Page 13: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/13.jpg)
5-5-1313
Strong Matrix
Figure 5-3
![Page 14: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/14.jpg)
5-5-1414
Weak Matrix
Project might have only one full-time person, the project manager
Functional departments devote capacity to the project
Primary task of the project manager is to coordinate project activities carried out by the functional departments
![Page 15: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/15.jpg)
5-5-1515
Advantages
The project is the point of emphasis The project has access to the entire
organization for labor and technology Less anxiety about what happens when
the project is completed Response to client needs is rapid Access to administrative units of firm Better balance of resources Great deal of organizational flexibility
![Page 16: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/16.jpg)
5-5-1616
Disadvantages
Power balance is delicate Projects compete for resources Projectitis is still a serious disease Division of authority and responsibility is
complex Matrix management violates the
management principle of unity of command
![Page 17: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/17.jpg)
5-5-1717
Virtual Projects
Project team crosses time, space, organizational, or cultural boundaries
Facilitated by the use of the InternetOften organized as a matrix
![Page 18: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/18.jpg)
5-5-1818
Virtual Project Rules
Challenging and interesting projectsUse volunteers Include few people who know each otherCreate an online resource to learn about
each anotherEncourage frequent communicationDivide work into independent modules
![Page 19: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/19.jpg)
5-5-1919
Projects in Composite Organizational Systems
Figure 5-4
![Page 20: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/20.jpg)
5-5-2020
Selecting a Project Form
Firms typically do not set out to pick an organizational form
Rather, the structure evolves over timeThe structure is not staticRather, it changes as the organization, its
goals, and its environment changes
![Page 21: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/21.jpg)
5-5-2121
Functional Form Best for…
In-depth application of a technologyLarge capital investment, especially when
that investment is concentrated in one functional area
![Page 22: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/22.jpg)
5-5-2222
Project Form Best for…
Handling a large number of similar projects
Handling a one-time project that requires much control, but is not focused on one functional area
![Page 23: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/23.jpg)
5-5-2323
Matrix Form Best for…
Projects that require inputs from several functional areas
Projects that use technology from several functional areas
![Page 24: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/24.jpg)
5-5-2424
The Project Management Office
No project has ever been completed precisely as it was planned
Successful execution of a project is a complex managerial task
– Requires the use of planning, budgeting, scheduling, and control tools
– Contractual, administrative, and reporting duties must be performed in accord with the law
![Page 25: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/25.jpg)
5-5-2525
Purposes of the Project Management Office
Establish project administrative procedures
Ensures the firm’s project portfolio supports its overall goals and strategies
Gradual assimilation of project management practices into the entire firm
Facilitator of projects, not the doer of projects
![Page 26: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/26.jpg)
5-5-2626
Forms of Project Management Office
Information centerEstablish procedures and practicesEstablish a resource database and
monitor inter-project dependencies
![Page 27: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/27.jpg)
5-5-2727
Tasks of the Project Management Office
Establish and enforce good practices Improve maturity Improve project management systemsOffer trainingHelp with administrative detailsEstablish a process for dealing with riskDetermine if a project is a good fit Identify impact of changes on projects
![Page 28: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/28.jpg)
5-5-2828
Tasks of the Project Management Office Continued
Conduct project reviews and auditsMaintain and store project archivesServe as a champion to pursue project
managementServe as a home for project managersCollect and disseminate lessons learnedAssist in project termination
![Page 29: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/29.jpg)
5-5-2929
The Project Team
Systems architectDevelopment engineerTest engineerContract administratorProject controllerSupport services manager
![Page 30: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/30.jpg)
5-5-3030
Human Factors and the Project Team
All projects are composed of inter-connected groups
These groups can form teams It is not enough to have an effective teamThe team must also be working towards
the good of the projectNeed to avoid “us versus them” mentality
![Page 31: Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure](https://reader035.vdocument.in/reader035/viewer/2022062407/56649f3f5503460f94c6012e/html5/thumbnails/31.jpg)
5-5-3131
Human Factors Continued
Some of the problems that prevent a team from performing effectively:– Internal conflict– Member frustration– Wasting time– Poor decision making– Team members are more concerned with
finishing the job than doing a good jobProject teams need to work together