תכנון ארגון ופרויקטים - סהר מלובני

1. Organization and Project Planning תכנון ארגון ופרויקטים סהר מלובני

2. The Human Side of Project Management

3. Learning Objectives • Describe the three major types of formal organizational structures: functional, pure project and matrix. • Discuss the advantages and disadvantages of the functional, pure project and matrix organizational structures. • Describe the informal organization. • Develop a stakeholder analysis. • Describe the difference between a work group and a team. • Describe and apply the concept of learning cycles and lessons learned as a basis for knowledge management.

4. Organization and Project Planning Organizational Structure

5. Disadvantages Determining responsibility Poor response time Poor integration Organization and Project Planning – The Formal Organization • Advantages • Increased flexibility • Breadth and depth of knowledge and experience • Less duplication The Functional Organization

6. The Functional Organization

7. Disadvantages Project isolation Duplication of effort Projectitis Organization and Project Planning – The Formal Organization • Advantages • Clear authority and responsibility • Improved communication • High level of integration The Project Organization

8. The Project Organization

9. Organization and Project Planning – The Formal Organization The Matrix Organization • Forms • Balanced matrix • Functional matrix • Project matrix • Advantages • High level of integration • Improved communication • Increased project focus • Disadvantages • Higher potential for conflict • Poorer response time

10. The Matrix Organization

11. Which Organizational Structure Is Best?While the formal organizationalstructure tells us how individualsor groups within an organizationshould relate to one another, it does not tell us how they actuallyrelate to one another.

12. The Informal Organization • Bypasses formal lines of communication & authority. • Power is determined by how well one is connected in the informal network.

13. Organization and Project Planning – The Informal Organization • Stakeholders –Individuals,groups or organizations with a stake/claim in project’s outcome • Stakeholder Analysis • Develop list of stakeholders with an interest in the project • Identify their interest in project • Gauge their influence over project • Define a role for each stakeholder • Identify an objective for each stakeholder • Identify strategies for each stakeholder

14. Stakeholder Analysis Chart

15. The Project Team • The Roles of the Project Manager • Managerial role • Leadership role • Attributes of a successful project manager • ability to communicate with people • ability to deal with people • ability to create and sustain relationships • ability to organize

16. The Project Team • Team Selection and Acquisition • Skills desired in team members • technology skills • business/organization skills • interpersonal skills • Size of team • Source of team members

17. The Project Team • Team Performance • Work Groups • Members interact to share information, best practices, or ideas • No shared performance goals (individual performance) • No joint work-products • No mutual accountability • Viable in many situations

18. The Project Team • Team Performance • Real Teams • Team basics • Small number of people • Complementary skills • Commitment to a common purpose and performance goals • Commitment to a common approach • Mutual accountability

19. Teams vs. Groups • A team is not just a group of people working together. • A team is not a team because someone says they’re a team. • Teamwork is about values not about team performance.

20. The Project Team • Real Teams • Common sense findings: • Teams flourish on a demanding performance challenge • Team basics are often overlooked • Most organizations prefer individual accountability to team accountability • Uncommon sense findings • Strong performance goals spawn more real teams • High performance teams are rare • Real teams provide basis of performance • Teams naturally integrate performance and learning

21. Radical Teams • John Redding, 2000 • Based on a study of 20 teams • A fundamentally new and different form of team work • Team work is based on “learning” • Provides the basis for knowledge management.

22. Project Teams and Knowledge Management • Traditional teams • Accept background information at face value • Approach projects in a linear fashion • Provide run-of-the-mill solutions • Radical teams • Get to the root of the matter • Do not accept information at face value • Question and challenge the framing of the original problem

23. Learning Cycles • Derived from educator/philosopher John Dewey (1938) • Used to describe how people learn (Kolb, 1984; Honey & Mumford, 1994) • Can be applied to project teams (Jeris, 1997; Redding, 2000).

24. A Learning Cycle

25. Learning Cycles and Lessons Learned • Phases of learning cycles • Understand and frame problem • Create a shared understanding • What is the problem (or opportunity)? • What are we trying to do? • How are we going to do it? • Starts out being general but becomes more defined as the project proceeds

26. Learning Cycles and Lessons Learned • Phases of learning cycles • Plan • Teams plan actions to produce learning by answering • What don’t we know that we need to know? • What actions can we take between now & our next meeting to find out what we need to know? • How can we verify that what we are assuming is actually true?

27. Team Learning Record

28. Learning Cycles and Lessons Learned • Phases of learning cycles • Act • Key to learning is action! • What teams do outside of meetings is just as important as what they do during meetings • Test assumptions • Experiment • Gather new information • Try out hunches • Only by acting do teams have the opportunity to learn

29. Action Plan for Team Learning

30. Learning Cycles and Lessons Learned • Phases of learning cycles • Reflect and Learn • Focus of team meetings • Really when team learning occurs • Teams need to slow down, reflect on what has happened and capture lessons learned • Must occur • In a spirit of openness • Not in a climate of self-protection or criticism

31. Speed • Depth • Breadth Assessing team learning

32. Assessing Team Learning • Speed • Number of learning cycles completed • The more cycles completed, the more learning that takes place • Depth • Degree to which teams “reframe” their understanding of the original problem • Breadth (Impact) • The impact of the results produced by the team • Degree to which other projects, functional areas, or the organization as a whole is influenced

33. Team Learning Cycles over the Project Life Cycle

34. The Project Environment • A place to call home • Technology support • Office supplies • Culture

35. Project Team Charter

36. PMBOK: Project Human Resource Management

37. PMBOK: Organizational Planning

38. PMBOK: Role and Responsibility Assignment

39. PMBOK: Supporting Details

40. PMBOK: Staff Acquisition

41. PMBOK: Team Development

42. Thank You