Professional Documents
Culture Documents
Learning Goals
1.
2.
3.
4.
Learning Goals
5.
6.
7.
8.
improve cross-organizational
communication & efficiency
Relationship of Strategic
Elements
Review Figure 2.2 page
36 for an example
Mission
Objectives
Strategy
Goals
Programs
Stakeholder Management
Stakeholders are individuals or groups who have an
active stake in the project and can potentially impact,
either positively or negatively, its development.
Sets of project stakeholders include:
Internal Stakeholders
Top management
Accounting
Other functional managers
Project team members
External Stakeholders
Clients
Competitors
Suppliers
Environmental, political,
consumer, and other
intervenor groups
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Stakeholder Register
Used to record stakeholders of the project
Useful to build communication plans
Stakeholder Analysis
1.
2.
3.
4.
5.
6.
Begin by making a list of anyone who has interest and influence over your
project. i.e. investors, customers, general public, etc.
Use this list to weigh the interest and influence of each person.
Create the Matrix: (example - four levels per category)
Draw a box divided into four equal quadrants.
Divide each quadrant into fourths again. You should now have sixteen
boxes.
Label down the left side starting at the top with Significant
Importance, Some Importance, Little Importance, No Importance.
Label across the top starting at the left with Significant influence,
Some influence, Little influence, No influence.
Organize your stakeholders according to importance and influence.
When you are done, your matrix will be a graphic display of who holds
the most importance and influence (the group in the upper left-hand
corner) and who holds the least amount of influence and importance
(the group in the lower right-hand corner).
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Project Stakeholder
Relationships
Parent
Organization
Other
Functional
Managers
External
Environment
Project
Clients
Top
Management
Manager
Accountant
Project
Team
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Managing Stakeholders
1.
2.
3.
4.
5.
6.
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Project Stakeholder
Management Cycle
Identify
Stakeholders
Implement
Stakeholder
Management
Strategy
Predict
Stakeholder
Behavior
Identify
Stakeholder
Strategy
Gather Information
on Stakeholders
Project
Management
Team
Identify
Stakeholders
Mission
Determine
Stakeholder
Strengths &
Weaknesses
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Organizational Structure
Consists of three key elements:
1.
2.
Groupings of:
individuals into departments
departments into the total organization
3.
Design of systems to
ensure effective communication
coordination
integration of efforts across departments
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A Functional Organizational
Structure
Board of Directors
Silos of work
Chief Executive
Vice President of
Marketing
Market Research
Vice President of
Production
Logistics
Vice President of
Finance
Accounting
Services
Sales
New Product
Development
Testing
Outsourcing
After Market
Support
Vice President of
Research
Contracting
Research Labs
Distribution
Investments
Quality
Advertising
Warehousing
Employee
Benefits
Manufacturing
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Functional Structure
for Project Management
Strengths
Weaknesses
1.
1.
Functional siloing no
collaboration
2.
2.
3.
3.
4.
4.
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A Project Organization
Structure
Board of Directors
Chief Executive
Vice President of
Projects
Vice President of
Marketing
Vice President of
Production
Vice President of
Finance
Vice President of
Research
Project
Alpha
Project
Beta
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Project Structure
for Project Management
Strengths
Weaknesses
3. Rapid decision-making
3. No pool of specific knowledge
4. Promotes the creation of
project management experts
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Seeks a balance
between the functional
and project
organizations
Vice President of
Projects
Vice President of
Marketing
Board of Directors
Chief Executive
Vice President of
Production
Vice President of
Finance
Vice President of
Research
Project
Alpha
2 resources
1.5 resources
1 resource
3 resources
Project
Beta
1 resource
2 resources
2 resources
2.5 resources
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Matrix Structures
for Project Management
Strengths
Weaknesses
1. Suited to dynamic
environments
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Organizational Structure
Influences on Projects
-PMBok 2004
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Heavyweight Project
Organizations
Organizations can sometimes gain tremendous
benefit from creating a fully-dedicated project
organization
Lockheed Corporations Skunkworks
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Forms of PMOs
Weather station
used only to monitor and track projects
Resource pool
maintain and provide a group of skilled project
professionals
Control tower
project management is a skill to be protected and
supported
focuses on establishing standards, consulting/enforcing,
and improving project management skills
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Organizational Culture
The unwritten rules of behavior, or norms, that are used to
shape and guide behavior, is shared by some subset of
organization members and is taught to all new
members of the company.
Technology level
Business environment
Geographical location
Reward systems
Rules and procedures
Key organizational members
Critical incidents
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Critical
incidents
Environment
Key
organizational
members
Geographical
location
Rules and
procedures
Reward
systems
Departmental interaction
Project planning
Performance evaluation
Attitudes
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TRADITION
In the cage, hang a banana on a string and put stairs under it. Before long, an ape
will go to the stairs and start to climb towards the banana. As soon as he touches
the stairs, spray all of the apes with cold water. After a while, another ape makes an
attempt with the same result - all the apes are sprayed with cold water. This
continues through several more attempts.
Pretty soon, when another ape tries to climb the stairs, the other apes all try to
prevent it. Now, turn off the cold water. Remove one ape from the cage and replace
it with a new one. The new ape sees the banana and wants to climb the stairs. To his
horror, all of the other apes attack him. After another attempt and attack, he knows
that if he tries to climb the stairs, he will be assaulted.
Next, remove another of the original five apes and replace it with a new one. The
newcomer goes to the stairs and is attacked. The previous newcomer takes part in
the punishment with enthusiasm. Again, replace a third original ape with a new one.
The new one makes it to the stairs and is attacked as well. Two of the four apes that
beat him have no idea why they were not permitted to climb the stairs, or why they
are participating in the beating of the newest ape.
After replacing the fourth and fifth original apes, all the apes, which have been
sprayed with cold water, have been replaced. Nevertheless, no ape ever again
approaches the stairs. Why not? Because that's the way they've always done it and
that's the way it's always been around here.
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2.
3.
4.
What are some of the key organizational elements that can affect the
development and maintenance of a supportive organizational culture?
As a consultant, what advice would you give to a functional organization
that was seeking to move from an old, adversarial culture, where the
various departments actively resisted helping each other, to one that
encourages project thinking and cross-functional cooperation?
6.
You are a member of the senior management staff at XYZ Corporation.
You have historically been using a functional structure set up with five
departments: finance, human resources, marketing, production, and
engineering.
a. Create a drawing of your simplified functional structure, identifying
the five departments.
b. Assume you have decided to move to a project structure. What might
be some of the environmental pressures that would contribute to your
belief that it is necessary to alter the structure?
c. With the project structure, you have four projects currently ongoing:
stereo equipment, instrumentation and testing equipment, optical
scanners, and defense communications. Draw the new structure that
creates these four projects as part of the organizational chart.
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