Chapter 4 - Organizational Capacity: Structure, Culture, and Roles

name the types of organizational structures

1. functional organization

2. projectized organization

3. matrix organization

explain functional organization

• people grouped to basis of specialization/function

• PM limited authority to assign work and apply resources

functional organization advantages

• only one boss gives instructions

• workers learn from each other - keeps skills sharp

• continue to report to same FM

• share resources (multiple small projects)

functional organization disadvantages

• slow communication across multiple functions

• technical difficulty in incorporating input from other disicplines

• long communication channels - slow decision making and responses

explain projectized organization

• employees, collocated or not grouped by activites

• PM may have complete or very close, power over project team

projectized organization advantages

• traditional department barriers reduced

• unity of command

• communication response times = fast

• co-location

projectized disadvantages

• cost of assigning members to one part-time project

• teamwork methods may be different

• may fail to communicate lessons learned

• discipline-specific competence may suffer

explain matrix organization

PM or project lead share responsibility and accountability for project with functional managers

matrix organization advantages

• shared resources

• reduced duplication

• cooperation

• high quality decisions

• continued development of discipline specific knowledge

• effective integration

• lessons learned shared

• flexibility

matrix organization disadvantages

• 2 bosses

• more conflict

• more meetings

• more challenges

explain 360-degree performance reviews

• performed by FM

• appraisal style that requires FM to seek feedback from a representative sample of the staff who have worked with that project team to provide feedback on a 360-degree form

define values

serves as a moral compass to guide us and provide a frame of reference to set priorities and determine right or wrong

what is organizational culture and its impact on projects?

• motivate ethical actions and communications

• determine how people are treated, controlled and rewarded

• establish how cooperation, competition, conflict and decision making are handled

• encourage personal commitment to organization

what is important for PM to understand?

organizational culture

name the types of Culture power

• power

• role

• task

• personal

power

everyone tries to please “the boss”

role

everyone follows designated roles

task

getting the job done is most important

personal

interest in worker development/needs

name the project cultural norms

• responsibility

• respect

• fairness

• honesty

responsibility norm

own decisions

respect norm

ourselves,others,resources

fairness norm

impartial

honesty norm

truth

project life cycle common characteristics

• definite starting and ending points

• involves series of phases

• phases include at least one: initiating, planning, closing and one or more executing phases

• organizations adapt life cycle models to fit organizational culture

describe the generic, plan driven project life cycle model phases and approval to proceed

1. selecting & initiating

   • charter

2. planning

   • kickoff

3. executing

   • project result

4. closing & realizing

   • administrative closure

name the 3 models of project life cycle

1. DMAIC model

2. R&D project life cycle model

3. construction project life cycle model

R&D project life cycle model

phase and approval to proceed

1. idea generation

   • opportunity analysis

2. idea screening

   • business case

3. concept development

   • proven concept

4. validation

   • prototype

5. transition

   • first lot and hand off

DMAIC model

phase and approval to proceed

1. define

   • problem statement

2. measure

   • fact gathering defined and facts collected

3. analyze

   • root causes identified and statistically proven

4. improve

   • solution implemented

5. control

   • methods in place to maintain improvements

construction project life cycle model

phases and approval to proceed

1. preplanning

   • scope definition and execution strategy

2. design

   • procurement and construction doc

3. procurement

   • materials and services

4. construction

   • facilities and processes

5. start-up

   • production attainment

roles executive level

• steering team

• sponsor

• customer

• chief projects officer

roles managerial level

• FM

• PM

• scrum master

• facilitator

roles associate level

• core team member

• subject matter expert

what is a steering team?

• top person in organization and his/her direct reports

• represent all major functions of organization

• may be multiple steering teams

what is steering team also known as?

• executive team

• management team

• leadership team

• operating team

steering team activities

• overall priority setting

• project selection and prioritization

• sponsor selection

• general guidance

• offer encouragement

sponsor

• major stake in project outcome

• may be member of steering team

• picks PM and core team

• mentor of PM

• active role in chartering project

• share vision of project

• finanical and decision-making authority

what does sponsor ensure?

ensures performance of customer related tasks

• all customers been identifed

• customer desires uncovered and prioritized

• project delivers what customers need

• customers accept project deliverables

sponsor responsibilities by stage

1. over-arching: provide resources, manage stakeholder relationships , deliver results

2. selecting: identify, select, prioritize projects

3. initiating: select and mentor project manager, charter project

4. planning: meet ket stakeholders, ensure planning

5. executing: nurture key stakeholder, ensure communications, ensure quality

6. closing: ensure stakeholder satisfaction, closure, and knowledge management

7. realizing: ensure benefits are achieved and capability is increased

customer tasks on projects (independent tasks)

1. prioritize project

2. select good contractor

3. kill project if needed

customer tasks on projects (joint tasks with PM)

1. write and sign charter

2. develop clear requirements

3. use control system

4. conduct kickoff meeting

PMO monitors these steering team responsibilities:

1. identify potential projects

2. select manageable set of projects

3. prioritize projects

4. ensure resources

5. select sponsors and teams

6. charter project teams

7. monitor and control project implementation

8. reward participants

9. enjoy results of successful projects

chief projects officer/project management office (pmo)

• owns the org. project management system

• role varies with organization size

• ensure projects are planned and managed well

• ensure steering team tasks accomplished

• ensures functions of individuals

PMO monitors these team member responsibilities

• receive necessary training

• capture lesson learned

• use lessons learned on new projects

• use templates and standards where appropriate

name the traditional project management roles

1. functional manager

2. project manager

3. facilitator

functional managers

• may be department heads

• large role in deciding how project work is done

• negotiate with PMs to assign members to project

• balance of power between FM and PM varies by org

project manager

• focal point of project

• spends lots of time communicating

• leads planning, executing, and closing of project

• responsible for project sched

• responsible for delievering project results

desired PM behaviours/skills

• demonstrates integrity

• effective communicator

• people-oriented

• effective integrator

• effective scheduler

• handles project scope

• achieves desired project quality

• identifies and deals with project risks and opportunities

• effective procures project goods and services

• maintains cost control

challenges of PM

• more responsibility than authority

• must determine how networks function within certain organizational cultures

project manager competencies by project life cycle stage

1. initiation

   • effective questioning/generating feedback

   • persuasiveness/marketing/selling

   • listening skills

   • vision oriented/articulate business problem consensus building

2. planning

   • project management skills and knowledge

   • consensus building

   • technical skills/theoretical knowledge

3. implementation

   • ability to get along/team player

   • results oriented

   • truthful/honest

4. close

   • writing skills

   • share info and credit

   • pride in workmanship/quality truthful/honest

facilitator

• required when a situation is complex and/or opinions are varied

• an outside party or disinterested sponsor or PM

• may be chief project officer

• may be consultant

core team members

• start to finish

• make decisions

• carry out project activities

• represent project stakeholders

• understands project technologies

• main concern is completing project

• may supervise SME

SME

• meet specific, temporary project needs

• chosen for their specific expertise

• extended team members

team

all project team members should have high emotional intelligence

emotional intelligence

• self-awareness

• self management

• social awareness

• social skills

development approach and life cycle

• org structure and culture will help determine which development approach is used and what project lifecycle looks like

• development approach refers to which methodology is being used, while life cycle dpicts series of phases through which project will progress

project work

developmental approach and life cycle along with the organizational structure and culture will determine when and how project work is executed and delivered

tailoring

• not one time exercise but rather something to be considered throughout a project

• choose developmental approach and then tailor everything for organization and then for project itself

agile

form of adaptive or change-driven project management

• largely reacts to what has happened in early/previous stages of project rather than planning everything in detail from start

empiricism

work in fact-based, experienced-based manner

experimentation

encourage individuals and teams to try, fail and share lessons

product increment

deliverables created and accepted during a sprint

small releases

provided tested, working product often to deploy to users

duration

time-boxed length of sprints such as one or two weeks

stakeholder vision

part of charter in which initial scope, technology, risk and so on are agreed upon

proven approach

milestone early in planning and execution when approach is verifed to reduce risk

continued viability

milestone in planning and execution to ensure team is making progress

production ready

milestone at end of planning and executing when product is tested and complete and users are capable of accepting and effectively using it

hybrid

approach that combines agile and plan-driven or two different agile approaches such as lean and scrum

lean life cycle

continuous workflow with highly visible information

why use agile?

when client is ambiguous about project deliverables or has a wish list of outcomes that are vague and cannot be defined early on

what is an agile mindset?

1. satisfy customer by emphasizing outputs that add business value

2. engage all participants through empowerment, cooperation, experimentation and knowledge sharing

3. facilitate that engagement through leadership and visible, continual communication

4. keep things simple with sustainable pace or cadence and emphasis on process improvement through empiricism

5. people representing business and development team must work together constantly

what is needed for agile to be successful?

1. experienced and motivated team members

2. key stakeholder often called product owner, needs to commit to frequent and detailed meetings

3. trust between client and contractor

agile executive roles

• product owner

• sponsor

• portfolio team

• project management/scrum office

agile managerial roles

• product owner

• scrum master

• functional manager

• coach

agile associate roles

team member