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2.0 - Project Organization and Team Selection

The document outlines the role and responsibilities of a Project Manager (PM) in project organization, emphasizing the importance of communication, resource acquisition, and leadership. It discusses different organizational structures such as pure, functional, matrix, and mixed project organizations, along with their advantages and drawbacks. Additionally, it highlights the essential skills and characteristics of successful project managers, as well as the significance of effective project team members.

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12 views

2.0 - Project Organization and Team Selection

The document outlines the role and responsibilities of a Project Manager (PM) in project organization, emphasizing the importance of communication, resource acquisition, and leadership. It discusses different organizational structures such as pure, functional, matrix, and mixed project organizations, along with their advantages and drawbacks. Additionally, it highlights the essential skills and characteristics of successful project managers, as well as the significance of effective project team members.

Uploaded by

xena.jocel.buera
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Project Organization

and
Team Selection
• “Once a PROJECT is selected, the next step
is for senior management to choose a
Project Manager (PM). It is the PM’s job to
make sure that the project is properly
planned, implemented and completed… ”
PROJECT ORGANIZATION
– an organizational structure in
which core work is accomplished
by project teams
Manager As Facilitator
Manager-as-Supervisor Versus Manager- as-
Facilitator
The PM is a facilitator, unlike the traditional
manager who is supervisor. The PM must adopt
the system approach to making decisions and
managing projects.
Systems Approach (used by PM) Versus Analytical
Approach (used by Traditional Manager)
Trying to optimize each part of a project,
suboptimization, does not produce an optimized
project.
Manager As Facilitator
 Must ensure project team members have
appropriate knowledge and resources
 Micromanagement
- At times, the PM may work for a program
manager who closely supervises and second-
guesses every decision the PM makes. Such
bosses are also quite willing to help by
instructing the PM exactly what to do.
- Unfortunate condition and is one of the deadly
managerial sins.
Manager As Communicator
Communication Paths Between a Project’s Parties-
At-Interest
Senior
Management

Client Project Team


PM

Outside
Interested
Party
Manager As Communicator
 Multiple communication path exist in any
project, and some paths bypass the PM causing
problems.
 Much project communication takes place in
meetings that may be run effectively if some
simple rules are followed.
Virtual Project Manager
In virtual projects much communication is via high technology
channels. Above all, the PM must keep senior management
informed about the current state of the project.
 Geographically Dispersed Projects
- Many projects international
 Intraproject Communication via
• email
• web
• telephone
• video conferencing
Project Managers

GOLDEN RULE :

“Never let the boss be surprised”


Project Managers
GOLDEN RULE :

“Never let the boss be surprised”

- PM must keep senior management informed about the current state


of the project !
Three Overriding
Responsibilities
(1) Acquiring Resources
- getting necessary quantity and quality can be key
challenge. Acquisition of resources and personnel
(2) Fighting Fires and Obstacles
- Responsibility of the PM is to deal with obstacles. All
projects have their crises – fire that must be quenched.
Early in the project life cycle, fire often linked to the need
for resources
- dealing with the obstacles that arise during the course
of the project
Three Overriding
Responsibilities
(3) Leadership and Making Trade-Offs
- exercising the leadership needed to bring the
project to a successful conclusion and making
the trade-off necessary to do so.

The PM is responsible for acquiring the human


and material resources needed by the project.
Essential Skills of Project
Manager
To be successful at meeting these
responsibilities, the PM must be skilled at :
 Negotiation

 Conflict Resolution

 Persuasion
 Avoiding “Irrational Optimism”
SELECTION of a Project Manager

• Successful PMs have some common characteristics.


They are “closer”. They also have high administrative
and technical credibility, show sensitivity to
interpersonal conflict, and possess the political know-
how to get help from senior management when
needed.
SELECTION of a Project Manager

• In addition, the PM should be a leader, and adopt a


participatory management style that may have to be
modified depending on the level of technological
sophistication and uncertainty involved in the project.
• Another critical project management skill is the ability
to direct the project in an ethical manner.
Characteristics Of A
Successful Project
Manager
 Credibility - The PM is believable
• technical credibility
• administrative credibility
 Sensitivity - Politically Astute and Aware of
Interpersonal Conflict
 Leadership, Style, Ethics - Ability to Direct
Project in Ethical Manner
Project Management As A
Profession
 Project Management Institute
• More than 240,000 members, in over 160
countries.
- Professional organization has been devoted to
project management
 Project Management Body of
Knowledge (PMBOK)
- Published by PMI
 Project-Oriented Organization
Factors Increasing The
Importance Of Projects
 Emphasis on Time-to-Market
 Need for Specialized Knowledge
from a Variety of Areas
 Explosive Rate of Technological Change
 Accountability and Control
The Pure Project Organization
President

VP VP
Project Manager VP Marketing
Manufacturing R&D

Marketing
Manufacturing
Manager
R&D
Project A Human Resources

Marketing
Manager Manufacturing
Project B R&D
Human Resources
The Pure Project Organization
 Advantages
• Effective and efficient for large projects
• Resources available as needed
• Broad range of specialists
• Short lines of communication
 Drawbacks
• Expensive for small projects
• Specialists may have limited technological depth
• May require high levels of duplication for
certain specialties
Functional Project Organization

- A hierarchical organizational
Functional Project Organization

President

Manufacturing Marketing R&D Human Resources Finance

Project
Functional Project Organization
 Advantages
• technological depth
 Drawbacks
• lines of communication outside functional department slow
• technological breadth
• project rarely given high priority
Matrix Project Organization
- Any organizational structure in which
the project manager shares
responsibility with the functional
managers for assigning priorities and
for directing the work of individuals
assigned to the project
Matrix Project Organization

President

Program Manufacturing Human


Marketing Finance R&D
Manager Resources

PM1 3 1½ ½ 4 ½

PM2 1 4 ¼ 1½ ¼

PM3 0 1/2 3 1/2 1


Matrix Project Organization
Advantages
• flexibility in way it can interface with parent
organization
• strong focus on the project itself
• contact with functional groups minimizes projectitis
• ability to manage fundamental trade-offs across several
projects
Drawbacks
• violation of the Unity of Command principle
• complexity of managing full set of projects
• conflict
Mixed Project Organization

President

Project Project Manufacturin


Finance Engineering
M Z g

Functional, matrix and pure projects exist side by


side in some organizations.
Characteristics of
Effective Project Team
Members
 Technically Competent
 Politically Sensitive
 Problem Oriented
 Goal Oriented
 High Self-Esteem
Matrix Team Problems
 Weak (Functional) Matrix
• PM has no direct reports
• Ability to communicate directly with team members
important
 Matrix Projects
• Important to maintain good morale
• Project Office
Intrateam Conflict
• A project war room will help with coordination and
morale.
• Intrateam conflict is common on matrix projects.
• Different sources of conflict at differing stages of
project’s life cycle.
“ Careful planning, participative management,
win-win negotiation with functional groups,
and open communication between all parties
with help resolve conflict. “

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