Problem set
Sinners0043
Chapter4-OrganizationalCapabilityStructureCultureandRoles.pptxCONTEMPORARY PROJECT MANAGEMENT, 4E
Timothy J. Kloppenborg
Vittal Anantatmula
Kathryn N. Wells
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Organizational Capability: Structure, Culture, and Roles
Chapter 4
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Chapter 4 Core Objectives:
Compare and contrast functional, project, and matrix methods of organization
Relate how organizational structure influences implementation of strategic plan
Describe positive organizational cultural elements that should be exploited, as well as negative cultural elements and how to overcome them
Describe various project life cycle models
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3
Chapter 4 Behavioral Objectives:
Describe executive, managerial, and associate-level roles in project management
Explain how to apply the PMI’s Code of Ethics and Professional Conduct
Predict the impact of organizational structure & culture on individual and team behaviors and performance
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Atos Origin – A Global Company
“I have observed that adaptability and empathy are helpful strengths for project managers in this environment…It is important for you, as a student of project management, to understand and appreciate that organizations are different and are continuously evolving.”
Rachana Sampat (Thariani), Atos Origin
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Atos Origin has been through three mergers/acquisitions in the last 15 years.
The project life cycle for most projects follow the typical IT project management approach.
A team of global employees works to service a client need
Onsite – program managers, project managers, business analysts, and technical architects
Offshore – designers, developers, testers
Entire operation is managed through a program management office (PMO)
PMO identifies, prioritizes, and ensures delivery of all projects
Adaptability and empathy are helpful strengths for project managers in this environment
Adaptability including the ability to hold the global team together
Empathy useful in respecting different choices of team members
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Types of Organizational Structures
Functional organizations
Projectized organizations
Matrix organizations
Work Assignments
Reporting Relationships
Decision-making responsibility
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Controls the budget
Functional Organization
Clear lines of authority according to type of work
Grouped by areas of specialization
One and only one supervisor
Functional manager
Hierarchical
Makes project decisions
Coordinates project communications
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Functional Organization
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ADVANTAGES
Unity of command – only one “boss” is giving instructions
Workers learn from each other and keep skills sharp
Continue to report to the same functional manager
Share resources among multiple small projects
Functional
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DISADVANTAGES
Slow communications across multiple functions
Technical difficulty in incorporating input from other disciplines
Long communication channels make for slow decision making and slow response to change
Functional
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Projectized Organizations
The project manager has authority for budgets, personnel, and decision making
People report upward through the project manager
The reporting manager is a project manager, not a functional manager
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Projectized Organization
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ADVANTAGES
Traditional department barriers are reduced
Unity of command
Communication response times are fast
Co-location – team members are physically close
PROJECTIZED
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People from different functions report to the same manager
Co-location allows for
Enhanced project team identity
Strong customer focus
Effective integration effort
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DISADVANTAGES
Cost of assigning members to one part-time project
Team work methods may differ from those of the organization
Teams may fail to communicate lessons learned
Discipline-specific competence may suffer
PROJECTIZED
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Matrix Organization
Project manager and functional manager share authority
Team members report to both managers
Combination:
task focus projectized organization
technical capability functional organization
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Matrix Organization
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ADVANTAGES
Shared resources between departments and projects
Reduced duplication
Cooperation between departments
High-quality decisions are well received
Continued development of discipline specific knowledge
Effective integration
Lessons learned shared effectively
Flexibility – weak, balanced, or strong matrix
Matrix
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DISADVANTAGES
Each employee has two “bosses”
More sources of conflict
More meetings
More challenges to control
Matrix
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Progression of Organizational Form
Functional Manager Who has power? Project Manager
Matrix
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Organizational Structure Comparison
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The Project Management Office (PMO)
The Manager of Project Managers may head a PMO
Intermediary between Project Managers and the President
Most common in matrix organizations, but any organization can have one
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360-Degree Performance Reviews
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Organizational Culture and Its Impact on Projects
Shared values, social rituals, and symbols
Implemented through rituals
Meetings, training, ceremonies
Implemented through symbols
Work layout, dress code
“Values serve as a moral compass to guide us and provide a frame of reference to set priorities and determine right or wrong.” Craig Johnson
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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, & decision making are handled
Encourage personal commitment to the organization
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Culture of the Parent Organization
What is the corporate culture in general?
What are the ascribed values?
Are there standard project management practices and policies?
How is the organization viewed by others in terms of living the values?
How does the organization communicate?
How does the organization support project management?
A successful project manager needs to understand the organizational culture.
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Types of Power
Power culture – formal authority
Role culture
Task culture
Personal culture
Everyone tries to please “the boss”
Everyone follows designated roles
Getting the job done is most important
Interest in worker development/needs
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The boss controls competition, conflict resolution, and communication
Roles are formal designations of responsibility (“roles”)
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Breakout session!
Share an example of each of the four types of organizational cultures:
Power
Role
Task
Personal
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Midland Insurance Company Values
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Project Cultural Norms
Act ethically in the best interests of the project, the project team, other project stakeholders
Project manager behaviors (from PMI Code of Ethics & Professional Conduct)
Responsibility
Respect
Fairness
Honesty
Own decisions
Ourselves, others, resources
Impartial
Truth
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Project Cultural Norms
Impacted by parent organization’s culture
Influenced by sponsor and project manager
An ethical culture both defines how people should act and encourages them to actually do so—especially in challenging circumstances
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Project Life Cycle Common Characteristics
Definite starting and ending points
Phases must be completed & approved before proceeding to the next phase
Initiating, planning, executing (one or more), closing
Organizations adapt life cycle models to fit organizational culture
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Generic Project Life Cycle Model
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Define-Measure-Analyze-Improve-Control (DMAIC) Model
Quality & productivity improvement
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Use facts to make logical decisions and ensure that the results area as desired
Six Sigma approach to quality improvement
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Research and Development (R&D) Project Life Cycle Model
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Construction Project Life Cycle
Can vary in size and complexity
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Short planning bursts; delivery of benefits in increments
SCRUM
XP
EVO
Phased delivery
Rapid prototyping
evolutionary
Agile Project Life Cycle Model
Crystal
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Short burst of planning and delivery of benefits in increments during project execution
SCRUM, XP, Crystal, EVO, phased delivery, rapid prototyping, evolutionary
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Agile Project Management
A change-driven approach
Popular with projects whose scope is difficult to define early on
Initial project planning at a high level
Project work is conducted in iterations (sprints)
Change occurs from one iteration to the next
Documentation becomes progressively more complete
Collaborative vs. confrontational roles
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The Agile Mindset
Satisfy customers by emphasizing outputs that fulfill their needs
Engage participants through empowerment, cooperation, & knowledge sharing
Facilitate engagement through servant leadership & continual communication
Keep things simple with sustainable pace and emphasis on process improvement
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Key Roles in Agile Projects
Customer Representative/product owner is similar to sponsor
Scrum master—similar to traditional project manager, but more empowering
Team members—full-time, co-located, self-governing
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How do you start an Agile Project?
Use same chartering process as on a traditional project
Involve product owner, scrum master, & empowered team
First iteration determines product to be built & prioritizes work for next iteration
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How do you continue an Agile project?
Use 4 types of meetings (“ceremonies”):
Iteration planning meetings
Product owner shares expectations/acceptance criteria & team commits to how much output it can deliver in iteration
May include backlog grooming, or re-prioritizing the work
Daily stand-up meetings
15 minutes, first thing in the morning
Members share previous day’s accomplishments, today’s plans, & any issues
Demonstration meetings
Held at least 1x per iteration to show usable product
Retrospective meetings
Held at end of each iteration to share what worked well & what could be improved
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What is needed for Agile to be successful?
Experienced, motivated team members
Committed product owner (a.k.a. “customer”)
Trust between and among client and project team
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Traditional Project Roles
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A successful PM understands all roles involved in his or her project!
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Traditional Project Executive Roles
Steering Team (ST)
Sponsor
Customer
Chief Projects Officer (CPO)
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Steering Team
Top person in the organization and his/her direct reports
Represent all of the major functions of the organization
May be multiple steering teams
Executive team
Management team
Leadership team
Operating team
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Also known as…
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Steering Team Activities
Overall priority setting
Project selection and prioritization
Sponsor selection
General guidance – at set times or at project milestones
Offer encouragement
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Sponsor
Major stake in the project outcome
May be a member of the steering team
Pick the project manager and core team
Mentor the project manager
Active role in chartering the project
Share their vision of the project
Financial & decision-making authority
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Sponsor Ensures Performance of Customer-Related Tasks
All customers (stakeholders) have been identified.
Customer desires are uncovered and prioritized.
Project delivers what the customers need.
Customers accept the project deliverables.
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Sponsor Responsibilities by Stage
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Breakout session!
How will you help your sponsor understand and perform his/her required role during each of these stages?
Initiating
Planning
Executing
Closing
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Customer (some of these tasks may be handled by sponsor)
What does a customer need to do to ensure the desired results?
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Customer – Independent Tasks
Communicate which project is of the highest priority as well as the highest priorities within each project
Select a competent and honest contractor
Decide when to stop funding a poorly performing project
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Customer – Joint Tasks with Contractor (Project Manager)
Write & sign charter
Determine and communicate clear requirements
Customer works with PM to ensure
Effective communications
Change management system
Risk management system
Plan and participate in project kickoff meeting
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Chief Projects Officer/ Project Management Office (PMO)
“Owns” the organizations project management system
Role varies with organization size
Ensures projects are planned and managed well
Ensures steering team tasks accomplished
Ensures functions of individuals
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54
PMO Monitors these Steering Team Responsibilities:
Identify potential projects
Select manageable set of projects
Prioritize projects
Ensure resources
Select sponsors and teams
Charter project teams
Monitor & control project implementation
Reward participants
Enjoy results of successful projects!
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PMO Monitors these Team Member Responsibilities:
Receive necessary training
Capture lessons learned
Use lessons learned on new projects
Use templates and standards where appropriate
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Traditional Project Management-level Roles
Functional Manager
Project Manager
Facilitator
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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 FMs and PMs varies by organization
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Project Manager
Focal point of the project
Spends great deal of time communicating
Leads the planning, executing, and closing of the project
Responsible for the project schedule
Responsible for delivering project results
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Desired Project Manager Behaviors/Skills
Demonstrates integrity
Effective communicator
People-oriented – facilitating but forceful when necessary
Effective integrator
Effective scheduler
Handles project scope
Achieves desired project quality
Identifies and deals with project risks and opportunities
Effectively procures project goods and services
Maintains cost control
*See Exhibit 4.17
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Project Manager Communication Channels
Spokes represent communication channels through the project manager hub
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Project Manager Challenges
More responsibility than authority
Must determine how networks function within certain organizational cultures
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Project Manager Judgment Calls
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Breakout session!
Describe—as specifically as possible—one or more of the behaviors, judgment calls, and/or competencies discussed in Exhibits 4.17, 4.19, & 4.20
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Facilitator
Required when a situation is complex and/or opinions are varied
An outside party OR disinterested sponsor or project manager
May be the chief projects officer
May be a consultant
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Traditional Project Associate level (Team) Roles
Subject matter experts (SMEs)
Core team members
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Core Team Members
Start to finish
Make decisions
Carry out project activities
Represent project stakeholders
Understands project technologies
Main concern is completing the project
May supervise the Subject Matter Experts (SMEs)
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Subject Matter Experts (SMEs)
Meet specific, temporary project needs
Chosen for their specific expertise
Extended team members
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Role Differences on Agile Projects
One of the most important roles, the Customer, has both Executive and Managerial-level duties
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Customer/Product Owner
Responsible for Return on Investment earned by project
Accepts or rejects deliverables at every iteration
Ensures stakeholders’ needs and wants are identified and prioritized
Works continuously with the project team
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Scrum Master
PM who serves in collaborative, facilitating role
Guides team in prioritizing tasks & removing obstacles
More limited yet more empowering role than traditional PM
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Role Differences on Agile Teams
Self-directed
Co-located
Assigned full time for project iteration
Team members
Coach—often included to act as trainer and facilitator
Portfolio team—does much of the work of a Traditional Steering team
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Summary
Every organization structure has advantages and disadvantages.
Many organizations have informal matrix relationships.
Organizational culture = formal and informal way people relate to each other.
Projects follow a predictable project life cycle.
Projects require executive-, managerial-, and associate-level roles.
The project manager has a central role in project development.
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PMBOK Exams
Know thoroughly the PMI Project Management Code of Ethics & Professional Conduct pmi.org/-/media/pmi/documents/public/pdf/ethics/pmi-code-of-ethics.pdf?la=en
Even though project lifecycles vary from field to field, you will need to have a thorough understanding of the generic 5 process groups: Initiation, Planning, Executing, Monitoring & Controlling, and Closing.
Inputs & outputs to each process
How processes interact with one another
Which of the 10 knowledge areas each process belongs to
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Project Leadership Roles at TriHealth
TriHealth manages hospitals and other health organizations
Leadership decided to formally define leadership roles:
Project executive sponsor
Project leader
Performance improvement consultant
Core team member
Subject matter expert
PM IN ACTION
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Casa de Paz Development Project
Casa de Paz organizational culture and PMI Code of Conduct both stress responsibility, respect, fairness and honesty. How are they similar and different?
The board, working groups, and projects are linked by sposor (product owner), project manager (scrum master) and other roles.
Agile approach is needed as many decisions still need to be made.
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