Contemporary Project Management Ch. 3
Functional organization
A hierarchial organization where each employee has one clear superior, staff are grouped by areas of specialuzation and managed by a person with expertise in that area. Clear lines of authority Grouped by areas of specialization One and only one supervisor Functional manager
Project cultural norms
Act ethically in the best interest of the project, the team, stakeholders
Co-location
An org placement strategy where the project team members are physically located close to one another to improve communication.
Agile
Change driven Initial high level plan Iterations/sprints Change occurs one iteration to the next Documentation becomes progressively more complete Collaborative vs confrontational
Project team roles
Core team members - self directed - co-located - assigned ft for project duration SMEs
Disadvantages of Projectized org
Cost of assigning members to pt project Team work methods may differ Teams may fail to communicate lessons learned Discipline specific competence may suffer
PLC Common characteritics
Definitive start/end points Phases before proceeding to the next phase. Initiating, planning, executing, closing Orgs adapt life cycle models to fit culture
Desired PM skills
Demonstrates integrity Effective communicator Ppl oriented - facilitating and forceful Effective integrator Effective scheduler Handles scope Achieves project quality Identifies and addresses risks & opportunities Procures goods & services Maintains cost control
Disadvantages of matrix
Each employee has 2 bosses More source of conflict More meetings More challenges to control
PM challenges
More responsibility than authority Must determine how networks function in certain org cultures
CPO / PMO
Owns the orgs pm system Role varies w/ org size Ensures projects are planned and managed well Ensure steering team tasks accomplished Ensures functions of individuals
Matrix org
PM and functional mgr share authority Team members report to both Combo - task focus - technical capability Any org structure in which the PM shared responsibility with function mgr for assigning priorities and directing work
Projectized Organizations
PM has authority for budgets, personnel & decision making Ppl report upward through PM The reporting mgr is PM, not functional mgr Any org where PM has full authority to assign priorities, apply resources, and direct work
Types of Power
Power culture - formal authority... Please the boss Role culture - follow designated roles Task culture - getting the job done is most important Personal culture - interest in worker development
PM Behaviors
Responsibility Respect Fairness Honesty
Matrix advantages
Shared resources Reduced duplication Cooperation between depts Decisions well received Cont'd development of discipline specific knowledge Effective integration Lessons learned Flexibility
Disadvantages functional mgr
Slow communications Technical difficulty incorporating input from other disciplines Long communication channels make for slow decision making
Advantages of Projectized org
Traditional dept barriers reduced Unity of command Communication response times are fast Co-location
Functional org advantages
Unity of command - only one boss Workers learn from each other and stsy sharp Continue to report to same functional mgr Share resources among multiple small projects.
