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Organisational context of PM

Organisational context of PM. Project Management. Organisation within the organisation. Organisational st r uctures as project environments. Hierarchical functional structure Matrix structure Pure project structure. Hierarchical functional structure (linear-functional structure).

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Organisational context of PM

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  1. Organisational context of PM Project Management

  2. Organisation within the organisation

  3. Organisational structures as project environments • Hierarchical functional structure • Matrix structure • Pure project structure

  4. Hierarchical functional structure(linear-functional structure) • Longest history • Heads of specialist functions report directly to the CEO • The CEO is responsible for co-ordinating the functions • Strict hierarchical chain

  5. Advantages • Tight control at the top • Logically represents the functions & maintains their power and prestige • Reduces duplication of functional effort • Concentrates functional skills • Simple reporting relations • High utilisation

  6. Disadvantages • Over-specialisation • Parochialism of key personnel • Weak co-ordination between functions • It stifles the development of generalist leaders • Ineffecient in fast changing and diverse market environment • It imposes an increasing burden on the chief executive as the rate of change increases • It requires extremely detailed pre-production plans (extremely high rate of formalised work)

  7. Problems arise when… • Jobs requires greater resources than a single function has. • Jobs cut across functional boundaries. • Chief executive is overburdened with co-ordination problems between functions. • The solution: project manager(s) & project team(s)PM Office (PMO)

  8. Projects in a functional structure • Place in the structure • Staff (team): where do they come from? • Project manager: where does it came from? • What if the project team is not enough? • Professional skills • Resources of one or more functions • Responsibility of the staff • Project team • Functional staff involved in the project

  9. Project Management Offices Centralized units that oversee or improve the management of projects. Resource centers for: • Technical details offloaded from manager • Expertise in project management skills • Repository of lessons learned, documentation • Center for project management excellence Where to place it in the organizational structure?

  10. Forms of PMOs • Weather station – monitoring and tracking • Control tower – project management is a skill to be protected and supported • Establishstandards • Consultson PM practice • Enforcesthestandards • Improvesthestandards • Resource pool – maintain and provide a cadre of skilled project professionals

  11. Matrix structure without projects(true matrix) • Division of labor in a matrix structure • 2 (or more) dimensions • Responsibilities • Dual reporting is an issue • Biggest advantages • Managing complexity • Managing changing environment • Greatest disadvantages • High number of conflicts • Low speed of decision making

  12. Matrix organisation with projects • If there are (continuously) too many projects for the functional structure, one dimension of the division of labour can be the project structure = A project management function is created • The project management function group • Separation: • The staff members are organisationally disengaged from their previous positions • Physically (communication, atmosphere) • Double reporting: • Linear • Functional

  13. Problems with the project-matrix structure • Latent responsibility and loyalty • It affects career • Dual reporting: • Confusion and conflicts on two levels • Problems arise at the CEO’s level • Temporary structure: uncertainty

  14. A possible solution: strong corporate culture • Shared views (and values) • Different project teams • Functional managers

  15. Advantages of the project-matrix structure • Rapid response to changes • Better balance between time, cost and resources • Independent policies and budgets for different projects • Clear definition of responsibility and authority (project managers)

  16. Disadvantages of the project-matrix structure Requires significant effort from the top management to: • Define policies, procedures, authorities for the whole organisation • Monitoring and controlling the balance of power between project and functional managers • Ensuring the shared view on company objectives(project and functional managers)

  17. The true project structure • The usual business activity is in form of projects • Frequent only in some industries • Functions disappeared: skills are concentrated in project teams • Reserve staff (central pool of extra resources) • Project teams are not temporary

  18. Advantages • Clear project responsibilities and authorities • Clear and controlled project budgets • Better communication between project managers and the CEO • Generalists managers are developed who can manage change • Strong team loyalty and understanding • Management costs are identified • ? subcultures

  19. Readings • Lockyer – Gordon (2005) Chapter 2

  20. Structure of projects

  21. Organisation within the organisation

  22. Project features affects its organisational form • Uncertainty • Uniqueness → diversity of projects • Temporary existence → diversity of projects • → variations of the project organisations

  23. Elements of the project organisation • Project sponsor • Project manager • (Project champion) • Project management team • Project team • Stakeholders

  24. Stakeholders Internal Stakeholders • Top management • Accountant • Other functional managers • Project team members External Stakeholders • Clients • Competitors • Suppliers • Environmental, political, consumer, and other intervenor groups Stakeholders are all 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:

  25. The project manager • Appointed as early as possible • If not he/she will be committed to the former decisions. • If this problem exists, he/she must record and report it immediately and suggest modifications if possible. • Main task: team management • Additional source of difficulties: consortium project.

  26. Desirable skills • Technological understanding • Understanding of project economics • Personnel management • Incentive systems • Interviewing techniques • Personal leadership • Team building and motivation • Industrial economics and relations • Legal knowledge according to the project • Non-learnable skills and abilities: being a leader, honesty, integrity, vision etc. + OPTIMISM • Marketing (customer’s view) • System management • Planning and control • Financial skills • Competence in procurement • Communication skills

  27. The project team • Project team ≠ whole staff working on the project • Sizedepends on: • Project scope and size • Complexity • Needed speed • Assistance of functional specialists: • two supervisors • divided loyalty • multiple responsibility (who to turn to) • Integration of new members • Create a creative, innovative, problem-solving atmosphere • Maintain a monitoring and reporting system (formal and informal)

  28. Some questions

  29. Readings • Lockyer – Gordon (2005) Chapter 3

  30. Thanks for the attention!

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