CPM Reviewer

Influence of Organizational Structures on Project

ORGANIZATION STRUCTURE
PROJECT CHARACTERISTICS MATRIX
FUNCTIONAL PROJECTIZED
WEAK BALANCED STRONG
Low to Moderate High to almost
Project Manager’s Authority Little/none Low
moderate to high total
Low to Moderate High to almost
Resource Availability Little/none Low
moderate to high total
Functional Functional Project Project
Who manages the project budget Mixed
Manager Manager Manager Manager
Project Manager’s Role Part-time Part-time Full-time Full-time Full-time
Project Management Administrative
Part-time Part-time Full-time Full-time Full-time
Staff

Functional Organization Strong Matrix Organization

-EACH EMPLOYEE has ONE CLEAR SUPERIOR -similar to projectized organization

Weak Matrix Organization -have FULL-TIME PROJECT MANAGERS with

CONSIDERABLE AUTHORITY
-similar to functional organization
-FULL-TIME PROJECT ADMINISTRATIVE
-PROJECT MANAGER functions as
STAFF
EXPEDITOR/COORDINATOR
Projectized Organization
-PROJECT EXPEDITOR works as STAFF
ASSISTANT AND COMMUNICATIONS -TEAM MEMBERS are OFTEN COLOCATED
COORDINATOR but DOES NOT make or
-most of the organization’s resources involved in
enforce decisions
project work
-PROJECT COORDINATOR makes some
-PROJECT MANAGERS have a GREAT DEAL OF
decisions, has some authority, and reports to a
INDEPENDENCE AND AUTHORITY
higher-level manager
-virtual collaboration techniques often used to
Balanced Matrix Organization
accomplish benefits of colocated terms.
-recognizes the need for a PROJECT MANAGER
-ORGANIZATIONAL UNITS = DEPARTMENTS
-neither provides the PROJECT MANAGER with
-TEAM RESOURCES can either REPORT
FULL AUTHORITY over the project nor over
DIRECTLY to the project manager or PROVIDE
project funding
SUPPORT SERVICES to the various projects
Organizational Structures include:  Individual citizens
 Temporary or permanent lobbying
 Strategic
organizations
 Middle management
 Society at large
 Operational levels
PROJECT GOVERNANCE
Project Manager may interact with all 3 levels
depending on factors such as: - Organization’s OVERALL PROCESS for
SHARING DECISION RIGHTS about
 Strategic importance of the project
projects and MONITORING THE
 Capacity of stakeholders to exert
PERFORMANCE of project interventions.
influence on the project
 Degree of project management maturity Some form of Project Governance
 Project management systems
 Designed a set of project governance
 Organizational communications
mechanisms
This interaction determines project o Committees
characteristics like: o Budgeting Processes
o Approvals
 Project manager’s level of authority
 Encourage behavior consistent with the
 Resource availability and management
organization’s MISSION, STRATEGY,
 Entity controlling the project budget
VALUES, NORMS, AND CULTURE
 Project manager’s role
 Project team composition Objective of Project Governance

PROJECT STAKEHOLDERS - Establish CLEAR LEVELS OR

AUTHORITY AND DECISION MAKING
- Individuals and organizations that are
ACTIVELY INVOLVED in the project It involves:

KEY STAKEHOLDERS  People

 Policies
 Project Manager
 Processes
 Customer
 Performing Organization This is achieved by defining and identifying:
 Project Team Members
 Roles
 Sponsor stakeholders
 Responsibilities
Categories of project stakeholder:  Accountability
 Interaction Internal&external
 Internal and external dependencies
 Level of coordination
 Owners and funders
 Sellers and contractors
 Team members and their families
 Government agencies and media outlets
Organization’s Management Team
- Responsible for setting up and supporting
the governance structure before the
project initiates its activities to ensure
that all key decisions are made at the
right time
- Defines the project governance in a
document
- Creation of PROJECT COMMITTEE AND
ITS HIGH LEVEL OPERATING RULES
Project Governance Document helps project by:
 Defining the procedures to follow
escalation of issues
 Defines the decision making structure
 Defines the roles and responsibilities of
each key stakeholders
 About the difference processes in the
project from communications to budget
change authorizations
Project Committee oversees all projects and
defines the decision making structure of each
project.
May include:
 Decisions about project proposal
approvals and supervision of project
portfolio in general
 Selection or appointment of project
managers
Project Management Best Practices
GENERAL MANAGEMENT
- Broad subject dealing with every aspect
of managing an ongoing enterprise
- General management skill provide much of
the foundation for building project
management skills
- Essential for the Project Manager
KOTTER distinguishes between LEADING AND
MANAGING while emphasizing the need for
both
LEADING
 Establishing direction
 Aligning people
 Motivating and inspiring
MANAGING
 Consistently producing key results
expected by stakeholders
COMMUNICATING
 Exchange of information
 Has many dimensions:
o Written and Oral, Listening and
Speaking
o Internal (w/in project) and
External (to customer,meia, public,
etc.)
o Formal (reports,briefing,etc.) and
Informal (memos, ad hoc convo,
etc.)
o Vertical (up and down the
organization) and Horizontal
(w/peers and partner organization)
 Somehow similar to Project
Communication Management but broader
and involves a substantial body of
knowledge that is not unique to the
project context
o Sender-receiver Models
o Choice of Media
o Writing Style
o Presentation Techniques
o Meeting management techniques
NEGOTIATING  the RIGHT DECISION may not be the
BEST DECISION if it is made TOO
 Conferring with other to come to terms
EARLY or TOO LATE
with them or reach an agreement
 During the course of a typical project, INFLUENCING THE ORGANIZATION
project staff is likely to negotiate for
 ability to GET THINGS DONE
any/all of the ff:
 requires an understanding of both formal
o Scope, Cost, and Schedule
and informal structures of all the
Objectives
organizations involved (PERFORMING
o Changes to scope, cost or schedule
ORGANIZATION, CUSTOMER,
o Contract terms and conditions
PARTNERS, CONTRACTORS, an
o Assignments
numerous others)
o Resources
 requires an understanding of the
PROBLEM SOLVING mechanics of POWER and POLITICS.

 PROBLEM DEFINITION + DECISION Project Life Cycle Characteristics

MAKING
 to define the beginning and the end of
PROBLEM DEFINITION the project
 also determine which transitional actions
 requires distinguishing between Causes
at the beginning and the end of the
and Symptoms
project are included and which are not
 PROBLEMS may be:
 may be very general or very detailed
o Internal- key employee is
 Project management methodologies =
reassigned to another project
detailed approaches
o External- permit required to begin
 Common characteristics of PLC:
work is delayed
o Cost and staffing levels are low
o Technical- differences of opinion
at the start, higher toward the
about the best way to design a
end, and drop rapidly as the
product/project
project draws to conclusion.
o Managerial- functional group is not
o Probability of successfully
producing according to plan
completing the project is lowest;
o Interpersonal- personality/style
risk and uncertainty are highest,
clashes
at the start of the project.
DECISION MAKING o Probability of successful
completion gets progressive
 includes analyzing the problem to identify higher as the project continues
the solution, and then making a choice o Ability of the stakeholders to
from among them influence the final
 decision MUST be implemented characteristics of project’s
 decisions also have time element to them product and final cost of the
 project is highest at the start and PHASE 2: PROJECT PLANNING
progressively lower as project
- Outlining the work to be performed,
continues.
prioritizing the project, calculating the
o Major contributor to this is cost
budget, schedule and resources
of changes and error correction
increases as the project LAUNCH OR EXECUTION
continues.
 Status and tracking
Project Phases  KPI = key performance indicator
 Quality
- Division w/in a project where extra
 Forecasts
control is needed to effectively manage
the completion of major deliverable PHASE 3: PROJECT EXECUTION
- Phase structure allows to be segmented
into logical subsets for ease of - Resources’ tasks are distributed and

management, planning and control. teams are informed of responsibilities,

- Number of phases, the need for phases, time to bring up important project-

and the degree of control applied related information

depend on: PERFORMANCE AND CONTROL

o Size
o Complexity  Objectives
o Potential impact of the project  Quality deliverables
 Effort and cost tracking
5 Phases of Project Management  Performance

CONCEPTION AND INITIATION PHASE 4: PROJECT

 Project charter PERFORMANCE/MONITORING

 Project initiation - Comparing project status to the actual

PHASE 1: PROJECT INITIATION plan, adjustment of schedules to keep on

track
- Whether the project will be beneficial to
the organization and can be realistic PROJECT CLOSE

completed  Post mortem= meeting after the project

DEFINITION AND PLANNING  Project punchlist

 Reporting
 Scope and budget
 Work breakdown schedule PHASE 5: PROJECT CLOSURE

 Gantt chart/ bar chart - Evaluation of what went well n the

 Communication plan project and what are the project’s
 Risk management failures
 Detailed design
Characteristics of Phases

 When phases are sequential, the close of

a phase ends with some form of transfer
of the work product produced as the
phase deliverable. This phase end
represent a natural point to reassess
the effort and to terminate the project.
- Phase exits, phase gates,
milestones, stage gates, and kill
points
 The work has a distinct focus that
differs from any other phase, this
involves getting different orgs and
different skills
 The primary deliverable of the phase
requires an extra degree of control to be
successful. The repetition of processes
across all five Process groups provides
the additional control and defines the
boundaries of the project.

Single Phase Project

Phase to Phase Relationship

 Sequential Relationship
- Phase can only start once the
previous phase is complete
 Overlapping Relationship
- Phase starts prior to completion of
the previous one
 Iterative Relationship
- One phase is planned at any given
time and the planning for the next
is carried out as work progresses
on the current phase and
deliverables