PP MGT 4301

MGT 4301, Project Planning 1

Course Learning Outcomes for Unit I Upon completion of this unit, students should be able to:

1. Explain the relationship between the technical and sociocultural sides of a project. 1.1 Describe the technical and sociocultural sides of a project.

2. Evaluate the strengths and weaknesses of different organizational structures, such as functional,

matrix, and projectized. 2.1 Define functional, matrix, and projectized organizational structures. 2.2 Discuss why it is important for project managers to understand their organization’s strategy. 2.3 List the strengths and weaknesses of functional, matrix, and projectized organizational

structures. Required Unit Resources Chapter 1: Modern Project Management—Read the following sections:

• Introduction • 1.1–1.4 • Summary • Text Overview

Chapter 2: Organization Strategy and Project Selection—Read the following sections:

• Introduction • 2.1–2.8 • Summary

Chapter 3: Organization: Structure and Culture—Read the following sections:

• Introduction • 3.1–3.5 • Summary • Case 3.1

Unit Lesson Welcome to the course! In our work together, you will acquire the tools to understand, design, and apply systemic project management organization and administration. We will deal with issues such as satisfying customer needs, applying budgeting concepts, managing production time, investing resources, and creating performance specifications designed with defined requirements. We will work to develop a project plan to present to stakeholders. This is an important course that will improve your understanding of how to work through the project planning process. We will begin with some fundamental and core concepts.

Why Do Projects Fail? The following videos offer some insight into the reasons why projects fail. In this course, we will discuss the proper ways to plan for projects before they actually get started to avoid many of the pitfalls that can occur once the project actually begins.

UNIT I STUDY GUIDE Introduction and Strategy

MGT 4301, Project Planning 2

UNIT x STUDY GUIDE Title

To access the following resources, click the links below. Video Arts (Producer). (2000). Office relocation (Segment 1 of 8) [Video]. In Project management. Films on

Demand. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://fod.infobase.com/PortalPla ylists.aspx?wID=273866&xtid=124190&loid=455598

ClickView PTY Limited (Producer). (2001). Why do projects fail? (Segment 1 of 8) [Video]. In Project

management success factors. Films on Demand. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://fod.infobase.com/PortalPla ylists.aspx?wID=273866&xtid=49889&loid=171087

ClickView Pty Limited (Producer). (2001). Thorough project planning (Segment 2 of 8) [Video]. In Project

management success factors. Films on Demand. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://fod.infobase.com/PortalPla ylists.aspx?wID=273866&xtid=49889&loid=171088

The transcripts for these videos can be found by clicking on “Transcript” in the gray bar to the right of the videos in the Films on Demand database. Before we delve into all of the specifics related to project planning, it is necessary that we all have a clear understanding of what a project actually is. A project is a complex, non-routine, one-time effort, which is limited by time, budget, resources, and specifications (Larson & Gray, 2021). Differentiating characteristics of projects from routine, repetitive daily work is listed below:

• a defined life span; • a well-defined objective; • people from several disciplines; • a project life cycle; and • specific time, cost, and performance requirements (Larson & Gray, 2021).

Organizations can be structured in one of three ways: functional, projectized, and matrix (Larson & Gray, 2021). Those with a functional structure have a hierarchal chain of command, delineate departments based on specific job duties, and are much less flexible with change. Projectized organizations have a more fluid chain of command. Job duties and departments are based on individual expertise and are much more flexible regarding change. Whereas a functional organization would require meetings, committees, and extensive negotiations with various levels of management to get the right people working on a project, a projectized organization can have a few meetings and the right people assigned to a project or multiple projects as their expertise is needed. As its name implies, organizations with a matrix structure are a combination of functional and projectized. Would that cause tension between the different types of managers and ways of doing business? Yes, it would. This tension is recognized by identifying organizations as having a strong matrix or a weak matrix. Strong-matrix organizations are those in which the project manager has more power, whereas in weak-matrix organizations, the functional manager has more power. Determining which projects to undertake requires broad considerations of the potential impact on a firm. Financial criteria, such as return on investment (ROI), will not ensure that selected projects contribute to the mission and strategy of a firm. Other considerations, such as developing new technology, public image, brand loyalty, ethical position, and maintaining core competencies, should be considered. Furthermore, it is difficult or next to impossible to assess ROI for many important projects (e.g., projects to develop new technologies). While ROI is likely to be a key consideration for many organizations, multiple screening criteria are recommended for selecting and prioritizing projects. Power in an organization is important because it can determine the speed at which projects are initiated and completed. Projectized and strong-matrix organizations enable project managers to identify, acquire, and utilize resources (including staff) for projects with limited interference. Functional and weak-matrix organizations restrict the ability of project managers in these same actions because resources, especially staff, must be approved at various levels by functional managers throughout the hierarchal chain of command, including cross-departmentally. Some resources can be approved at the first functional manager, but others must be approved by top-level management or a governing body, such as the board of directors or city council. For example, in a weak-matrix organization, a project has been approved by senior leaders, and

MGT 4301, Project Planning 3

UNIT x STUDY GUIDE Title

the project manager has been chosen. The project manager determines that they will need additional staff with expertise that the company does not currently have. Because the functional manager has more power than the project manager, the functional manager will have to evaluate if the project manager is correct in his or her assessment of need, determine how to fill the position (contract, temporary hire, direct hire, part-time, or full-time), review budgets in the project and the human resources department, obtain higher manager approval, and determine the timeline for hiring and employment of the new staff. In a weak matrix, this process can be completed quickly if the project is high profile or strongly supported by senior leaders; however, it can also take an indefinite amount of time, during which the project manager can only wait. One way a project manager can increase his or her power in a functional or weak-matrix organization is through leadership skills. Working with functional managers to build trusting and respectful teams, sharing decision-making responsibilities, and communicating with them as a part of the project team—as opposed to obstacles to overcome—can go a long way toward creating a more even balance of power. Leading by example (e.g., having collaborative partnerships with functional managers) is one of the best leadership skills a project manager can have in any type of organizational structure.

A Closer Look You were recently hired as project manager of an aviation project. During the meeting, you are informed that you will report to a manager who works in the operations department. There are two issues that concern you about this situation: (1) You do not know the manager, which means that you do not have any idea regarding his expectations, and (2) you prefer a situation in which you can make decisions on your own. Because the project manager will report to the operations manager, the organizational structure is functional. The fact is that many companies operate in this manner. Functions include accounting, finance, information technology, marketing, operations, and so on. For effective project management, it is essential that teams are cross-functional. In other words, the different departments should be represented. By taking this approach, silos, in which teams keep to themselves and limit their contact with other teams within the business, are avoided. In this scenario, the project manager must contact the functional manager to gain a clear understanding of how work is done. The focus must be on the project objectives and how they can work together to meet the requirements. A sticking point is access to resources, which includes people, capital, equipment, and technology. Of course, making sure that people are available to handle project work is the most significant item. Project managers must have the ability to negotiate. For example, the functional manager might want to restrict the number of hours that a key person can contribute to the project. In this case, the project manager can negotiate for additional time or for another person to participate on the project. Given that the functional manager has the power in this structure, the project manager must have a back-up or contingency plan.

Reference

Larson, E. W., & Gray, C. F. (2021). Project management: The managerial process (8th ed.). McGraw-Hill Education. https://online.vitalsource.com/#/books/9781260736205

MGT 4301, Project Planning 1

Course Learning Outcomes for Unit I Upon completion of this unit, students should be able to:

1. Explain the relationship between the technical and sociocultural sides of a project. 1.1 Describe the technical and sociocultural sides of a project.

2. Evaluate the strengths and weaknesses of different organizational structures, such as functional,

matrix, and projectized. 2.1 Define functional, matrix, and projectized organizational structures. 2.2 Discuss why it is important for project managers to understand their organization’s strategy. 2.3 List the strengths and weaknesses of functional, matrix, and projectized organizational

structures. Required Unit Resources Chapter 1: Modern Project Management—Read the following sections:

• Introduction • 1.1–1.4 • Summary • Text Overview

Chapter 2: Organization Strategy and Project Selection—Read the following sections:

• Introduction • 2.1–2.8 • Summary

Chapter 3: Organization: Structure and Culture—Read the following sections:

• Introduction • 3.1–3.5 • Summary • Case 3.1

Unit Lesson Welcome to the course! In our work together, you will acquire the tools to understand, design, and apply systemic project management organization and administration. We will deal with issues such as satisfying customer needs, applying budgeting concepts, managing production time, investing resources, and creating performance specifications designed with defined requirements. We will work to develop a project plan to present to stakeholders. This is an important course that will improve your understanding of how to work through the project planning process. We will begin with some fundamental and core concepts.

Why Do Projects Fail? The following videos offer some insight into the reasons why projects fail. In this course, we will discuss the proper ways to plan for projects before they actually get started to avoid many of the pitfalls that can occur once the project actually begins.

UNIT I STUDY GUIDE Introduction and Strategy

MGT 4301, Project Planning 2

UNIT x STUDY GUIDE Title

To access the following resources, click the links below. Video Arts (Producer). (2000). Office relocation (Segment 1 of 8) [Video]. In Project management. Films on

Demand. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://fod.infobase.com/PortalPla ylists.aspx?wID=273866&xtid=124190&loid=455598

ClickView PTY Limited (Producer). (2001). Why do projects fail? (Segment 1 of 8) [Video]. In Project

management success factors. Films on Demand. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://fod.infobase.com/PortalPla ylists.aspx?wID=273866&xtid=49889&loid=171087

ClickView Pty Limited (Producer). (2001). Thorough project planning (Segment 2 of 8) [Video]. In Project

management success factors. Films on Demand. https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://fod.infobase.com/PortalPla ylists.aspx?wID=273866&xtid=49889&loid=171088

The transcripts for these videos can be found by clicking on “Transcript” in the gray bar to the right of the videos in the Films on Demand database. Before we delve into all of the specifics related to project planning, it is necessary that we all have a clear understanding of what a project actually is. A project is a complex, non-routine, one-time effort, which is limited by time, budget, resources, and specifications (Larson & Gray, 2021). Differentiating characteristics of projects from routine, repetitive daily work is listed below:

• a defined life span; • a well-defined objective; • people from several disciplines; • a project life cycle; and • specific time, cost, and performance requirements (Larson & Gray, 2021).

Organizations can be structured in one of three ways: functional, projectized, and matrix (Larson & Gray, 2021). Those with a functional structure have a hierarchal chain of command, delineate departments based on specific job duties, and are much less flexible with change. Projectized organizations have a more fluid chain of command. Job duties and departments are based on individual expertise and are much more flexible regarding change. Whereas a functional organization would require meetings, committees, and extensive negotiations with various levels of management to get the right people working on a project, a projectized organization can have a few meetings and the right people assigned to a project or multiple projects as their expertise is needed. As its name implies, organizations with a matrix structure are a combination of functional and projectized. Would that cause tension between the different types of managers and ways of doing business? Yes, it would. This tension is recognized by identifying organizations as having a strong matrix or a weak matrix. Strong-matrix organizations are those in which the project manager has more power, whereas in weak-matrix organizations, the functional manager has more power. Determining which projects to undertake requires broad considerations of the potential impact on a firm. Financial criteria, such as return on investment (ROI), will not ensure that selected projects contribute to the mission and strategy of a firm. Other considerations, such as developing new technology, public image, brand loyalty, ethical position, and maintaining core competencies, should be considered. Furthermore, it is difficult or next to impossible to assess ROI for many important projects (e.g., projects to develop new technologies). While ROI is likely to be a key consideration for many organizations, multiple screening criteria are recommended for selecting and prioritizing projects. Power in an organization is important because it can determine the speed at which projects are initiated and completed. Projectized and strong-matrix organizations enable project managers to identify, acquire, and utilize resources (including staff) for projects with limited interference. Functional and weak-matrix organizations restrict the ability of project managers in these same actions because resources, especially staff, must be approved at various levels by functional managers throughout the hierarchal chain of command, including cross-departmentally. Some resources can be approved at the first functional manager, but others must be approved by top-level management or a governing body, such as the board of directors or city council. For example, in a weak-matrix organization, a project has been approved by senior leaders, and

MGT 4301, Project Planning 3

UNIT x STUDY GUIDE Title

the project manager has been chosen. The project manager determines that they will need additional staff with expertise that the company does not currently have. Because the functional manager has more power than the project manager, the functional manager will have to evaluate if the project manager is correct in his or her assessment of need, determine how to fill the position (contract, temporary hire, direct hire, part-time, or full-time), review budgets in the project and the human resources department, obtain higher manager approval, and determine the timeline for hiring and employment of the new staff. In a weak matrix, this process can be completed quickly if the project is high profile or strongly supported by senior leaders; however, it can also take an indefinite amount of time, during which the project manager can only wait. One way a project manager can increase his or her power in a functional or weak-matrix organization is through leadership skills. Working with functional managers to build trusting and respectful teams, sharing decision-making responsibilities, and communicating with them as a part of the project team—as opposed to obstacles to overcome—can go a long way toward creating a more even balance of power. Leading by example (e.g., having collaborative partnerships with functional managers) is one of the best leadership skills a project manager can have in any type of organizational structure.

A Closer Look You were recently hired as project manager of an aviation project. During the meeting, you are informed that you will report to a manager who works in the operations department. There are two issues that concern you about this situation: (1) You do not know the manager, which means that you do not have any idea regarding his expectations, and (2) you prefer a situation in which you can make decisions on your own. Because the project manager will report to the operations manager, the organizational structure is functional. The fact is that many companies operate in this manner. Functions include accounting, finance, information technology, marketing, operations, and so on. For effective project management, it is essential that teams are cross-functional. In other words, the different departments should be represented. By taking this approach, silos, in which teams keep to themselves and limit their contact with other teams within the business, are avoided. In this scenario, the project manager must contact the functional manager to gain a clear understanding of how work is done. The focus must be on the project objectives and how they can work together to meet the requirements. A sticking point is access to resources, which includes people, capital, equipment, and technology. Of course, making sure that people are available to handle project work is the most significant item. Project managers must have the ability to negotiate. For example, the functional manager might want to restrict the number of hours that a key person can contribute to the project. In this case, the project manager can negotiate for additional time or for another person to participate on the project. Given that the functional manager has the power in this structure, the project manager must have a back-up or contingency plan.

Reference

Larson, E. W., & Gray, C. F. (2021). Project management: The managerial process (8th ed.). McGraw-Hill Education. https://online.vitalsource.com/#/books/9781260736205