项目管理9

ProjectOrganizationandCulture1Introduction•Whenprojectisapproved,thequestionis,howwillitbeimplemented•Needtoconsidertheprojectmanagementstructuresthatoptimizeprojectdeliveryandfitwithclassicalfunctionalstructure•Thatishowevernottheonlyconsiderationwithimplementation–theorganizationcultureisanotherveryimportantfactor•Culture–“thewaywedoithere”ProjectOrganizationandCulture2ProjectManagementStructures•ChallengestoOrganizingProjects:–Agoodsystembalancestheneedsoftheparentorganizationandtheproject;–Thisisessentiallyachievedbydefiningtheinterfaceintermsofauthority,allocationofresourcesandeventualintegrationoftheprojectoutcomeswiththeparentorganization;–Project–basedonbreakdownoftasksanddeliveryinaccordingtodefinedtimeline;Functionbreakdownoftasksinsimplifiedrepetitivework;–Projectsaremultidisciplinaryandrequirecoordinationacrossdisciplines;–Function,basedonclustering(silos).ProjectOrganizationandCulture3ProjectManagementStructures•OrganizingProjects:FunctionalOrganization:–Differentsegmentsoftheprojectaredelegatedtorespectivefunctionalunits;–Coordinationismaintainedthroughnormalmanagementchannels;–Usedwhentheinterestofonefunctionalareadominatestheprojectoronefunctionalareahasadominantinterestintheproject’ssuccess.ProjectOrganizationandCulture4FunctionalOrganizationsProjectOrganizationandCulture5FunctionalOrganizationofProjects•Advantages–whenhasstrongfunctionalfocus-–NoStructuralChange:•Noradicalchangeindesignofparentorganization;–Flexibility:•Specificallytheuseofstaff,neededfromallfunctions;–In-DepthExpertise:•Specificallyifithasastrongfunctionalfocus;–EasyPost-ProjectTransition:•Averyimportantconsideration,specificallyinexpertiseintensiveprojects,forexampleITimplementationProjectOrganizationandCulture6FunctionalOrganizationofProjects•Disadvantages–specificallyforprojectswithbroader,multifunctionalscope-–LackofFocus:•Takesfocusoffunctionalroutinework;•Couldalsotakefocusofprojecttodoroutinework;•Differentfunctionsattachdifferentprioritiestoaproject;–PoorIntegration:•Couldhavepoorintegrationoverfunctions,asfunctionscareonlyfortheirownareaandnotwholeproject;–Slow:•Functionalorganization–silo.Project,crossfunctional;–LackofOwnership:•Levelsofcommitmentforaprojectdiffer,andisalwaysconsideredintermsofcontributiontoownprofessionaldevelopment.ProjectOrganizationandCulture7ProjectManagementStructures•OrganizingProjects:DedicatedTeams:–Teamsoperateasseparateunitsundertheleadershipofafull-timeprojectmanager;–Inaprojectizedorganizationwhereprojectsarethedominantformofbusiness,functionaldepartmentsareresponsibleforprovidingsupportforitsteams;–Interfacewithparentorganizationwilldiffer;–Amountofcontrolfromparentwillalsodiffer.ProjectOrganizationandCulture8DedicatedProjectTeamExample–theminingindustryProjectOrganizationandCulture9ProjectOrganization:DedicatedTeam•Advantages:–Simple:•Functionalorganizationstaysintactwhileprojectorganizationoperatesindependently;–Fast:•Projectteamscanfocusandnotdistractedbyfunctionalwork;–Cohesion:•Becausepeoplehaveacommonfocusthereisatendencytowardshigherlevelsofmotivationandcohesionintheteam;–Cross-FunctionalIntegration;•Cansourceonededicatedteambeforehandfromdifferentfunctionalspecialtiesunderproperguidance.ProjectOrganizationandCulture10ProjectOrganization:DedicatedTeam•Disadvantages:–Expensive:•Newmanagementpositionsanddedicatedhumanresources.Couldbeexpensiveandlooseeconomiesofscale;–InternalStrife:•“Usandthem”climate–alsomightbedifficulttoassimilatestaffbackintoparentorganizationonceprojectsend;–LimitedTechnologicalExpertise:•Expertiselimitedtothatofthepeoplewhoareassigned–typeofinbreeding;–DifficultPost-ProjectTransition:•Forlargerprojectsafullreintegrationisrequired-ifnotdonewellcouldhavenegativeeffectonmotivationandevenlossofvaluableexpertise.ProjectOrganizationandCulture11ProjectOrganizationalStructureProjectOrganizationandCulture12ProjectManagementStructures•OrganizingProjects:MatrixStructure:–Hybridorganizationalstructure(matrix)isoverlaidonthenormalfunctionalstructure:•Overlayfunctionalandprojectstructure;•Twochainsofcommand(functionalandproject);•Projectparticipantsreportsimultaneouslytobothfunctionalandprojectmanagers.–Matrixstructureoptimizestheuseofresources.•Allowsforparticipationonmultipleprojectswhileperformingnormalfunctionalduties;•Achievesagreaterintegrationofexpertiseandprojectrequirements.ProjectOrganizationandCulture13MatrixOrganizationStructureProjectOrganizationandCulture14ProjectManagerNegotiatedIssuesFunctionalManagerWhathastobedoneWhowilldothetaskHowwillitbedone?WhenshoulditbedoneWherewillthetaskbedoneHowmuchmoneyisavailabletodotaskWhywillthetaskbedoneHowwillprojectinvolvementimpactonnormalfunctionalactivitiesHowwellhastheprojectintotalachievedwhatsupposedtoIsthetaskssatisfactorilycompletedHowwellhasfunctionalinputbeintegratedMatrixOrganizationStructureResponsibilitiesProjectOrganizationandCulture15ProjectManagementStructures•Relativepowerofprojectmanagervisaaviefunctionalmanageroftendeterminesuccessofformat–Reportinglevelandplaceinchainofcommand–Locationofteammembe