Managing Projects Within Organizations

Which attributes of an organization influence projects?

-Factors within the organization -Its culture -Its process assets

Which enterprise environmental factors are likely to affect this project?

-The economic downturn -The structure of the organization -Project management software application

What responsibilities are fundamental to managing a project?

-Balancing the competing demands of a budget, schedule, quality, and scope -Balancing stakeholders' expectations -Updating project plans throughout the project -Accomplishing the project's objectives

What are the factors and conditions that influence projects?

-Culture -Enterprise environmental factors -Process assets

Which examples are project rather than operational work?

-Designing an improved software application -Constructing a new building -Designing a new line of clothing

How might the organizational culture of the supermarket chain affect the project?

-Functional managers will need to be kept in the loop for all major changes to the project -The overall mission of the company may limit available budgets for the project -Allowing project team members to share an unofficial coffee break could generate more cohesiveness within the team

Access the learning aid Furniture Design Project to help you answer the question. How might the furniture company's organizational culture affect the design project?

-Group beliefs may limit needed communication, so discussing issues to generate cooperation may be useful -Shared views on authority may result in fewer ideas and less initiative from project team members -Taku and Margaret are expected to do too much, so processes and procedures need to be altered -The company's focus on product quality may impact on time and budget constraints

What are the characteristics of a project?

-It produces a unique product, service, or result -It is temporary -It involves progressive elaboration

How portfolios are structured generally reflects an organization's aims. Which statements about the relationship between portfolios and projects are true?

-Portfolios prioritize various projects and this impacts what project funds and resources will be allocated -A portfolio's strategy and goals impact which projects will be approved or rejected -Portfolios manage ongoing work in organizations and this provides the necessary support and infrastructure that projects need

How is the project likely to be affected by the supermarket chain's organizational process assets?

-Previous plans and procedures can be quickly adapted for the project to save time -Defects and lessons learned databases should help the project manager create better quality forecasts

Programs and projects are different in nature and can have profound effects on one another. Which are true statements about programs and their relationship to projects?

-Programs include both projects and related ongoing work -Programs group related projects so they can be managed centrally -Programs coordinate project benefits to generate consolidated benefits -Programs provide greater control over project outcomes and the sharing of project resources

A manufacturing company is structured so that divisional heads report directly to the CEO. When there is need to carry out a project, an individual may be assigned project coordination duties and supplied with staff to do the work. How might this company's organizational structure affect the projects?

-The project coordinator has limited authority -The functional managers have control over any project funding

Access the learning aid Furniture Design Project to help you answer the question. How many organizational process assets affect the furniture company's project?

-The project manager will be able to save time during project planning by adapting the previous project's plans and procedures -The project manager should be able to improve the quality of her forecasts using the finance database and the lessons learned knowledge base

An organization is in the beginning stages of taking a project-based approach to the work it does. Up to this point, work has been planned and carried out by division managers and their staff. The company has hired its first project manager, who will report to the operations manager and who will share staff with other managers. How is the company's organizational structure likely to affect the projects it carries out?

-The project manager will need to approach functional managers for resources approval and may need to make do with limited resources -The authority of the project manager is likely to be severely limited due to the functional structure of the organization

In industry, many people refer to sub-projects as projects. However, it is important to distinguish between the two. What are the characteristics of sub-projects?

-They are divisions made within a single project to facilitate ease of management -They are often divisions based upon a specific model an organization uses, although there is no specific "correct" way to create sub-projects

As a project manager, what are your key responsibilities when dealing with stakeholders?

-To ensure that stakeholders perceive the project as a win-win for everyone -To communicate the expected end results of the project to all stakeholders before the project begins -To resolve issues with stakeholders quickly and to inform stakeholders about the project's progress -To communicate the purpose and benefits of the project to all stakeholders -To ensure that senior management supports the project

This question combines all three of the main types of organizational structures: functional, projectized, and matrix. Can you recall how projects are affected by each one? Match each project attribute to its corresponding structure. A structure type may be used more than once.

Balanced matrix: -Funding control is mixed between functional managers and project managers -Project manager has little or no authority Projectized or strong matrix: -Project manager and project admin staff are all full time -Project manager has high access to resources Functional or weak matrix: -Project manager has no or limited control over project resources -Project manager has little or no authority

Match project roles to the corresponding organizational stakeholders.

Functional Manager: -Provides specialized financial services to project teams on an ad hoc basis Sponsor: -Liaises with executive management and promote project interests Portfolio review board: -Reviews the alignment of projects with the organization's strategic goals to determine projects' priority levels Program manager: -Oversees related projects to obtain consolidated benefits

Match each role to the corresponding organizational stakeholder. More than one role may match to a single stakeholder type.

Operations managers: -Provide resources and technical know-how to the project team -Interact with customers or users on the project team's behalf Functional managers: -Provide resources and technical know-how to the project team -Provide marketing plans or financial reports to the project manager to assist in planning activities

To manage projects successfully, you need to be competent in three areas. Match each example to the area of competency it represents.

Personal competency: -You're able to respond quickly to changes in the business environment -You're highly persuasive in your arguments Project management performance competency: -You have experience in inspecting products for quality -You have managed similar projects successfully Project management knowledge competency: -You're able to define project stages and Process Groups -You're aware of how to use a range of project management tools

Match each role in a project with the corresponding organizational stakeholder. One role will not be used.

Portfolio Managers: -Oversee projects, reviewing them in terms of their risks, returns, and alignment with the organization's strategic goals Project Management Offices (PMOs): -Standardize project documentation and processes across the organization and provide support to project managers Operational Managers: -Provide needed technical resources to project teams, users, and suppliers

Match each role to the stakeholder to which it best applies.

Project Manager: -Ensuring the project remains on schedule and within budget Project Sponsor: -Authorizing a project and ensuring that it receives the necessary resources Vendors or business partners: -Providing products, services, or support functions that meet contractual requirements Customers or users: -Providing input during product testing or reviews Operational stakeholders: -Carrying out their normal business functions but are also involved in the project

Match each role or responsibility to the appropriate stakeholder. More than one role or responsibility may match to a stakeholder and each may be used more than once.

Project manager: -Developing project plans and reporting on project metrics -Alternating between big-picture view and addressing project details -Liaising with customers and technical experts Project team: -Liaising with customers and technical experts -Producing quality work while meeting project deadlines

Match each description to the organizational stakeholder to which it best applies.

Sponsors: -Liaise between the project management team and the executive management Portfolio Managers: -Manage a group of unrelated projects and programs that support overall organizational strategic objectives PMOs: Standardize project work across the organization and provide mentoring to project managers Program Managers: -Manage and control groups of related projects to achieve consolidated benefits