Reflection and Discussion Forum Week 3 Reflection and Discussion Forum Week 3Assigned Readings:Chapter. 3 Organization: Struc
Reflection and Discussion Forum Week 3
Reflection and Discussion Forum Week 3Assigned Readings:Chapter. 3 Organization: Structure and CultureInitial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.Also, provide a graduate-level response to each of the following questions:
- The culture of the organization can impact the effectiveness of different project management structures. Organizational cultures that do not encourage teamwork, collaboration, and cross-functional integration need a stronger project management structure (i.e., project team, project matrix) to be successful. Conversely, a functional matrix can be effective in an organization in which the culture of the organization is conducive to project management.
[Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the student's own words – do not provide quotes!] [Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]
Chapter Three
Organization: Structure and Culture
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Where We Are Now
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Project Management 6e.
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Learning Objectives
Identify different project management structures and understand their strengths and weaknesses
Distinguish three different types of matrix structures and understand their strengths and weaknesses
Understand organizational and project considerations that should be considered in choosing an appropriate project management structure
Appreciate the significant role that organizational culture plays in managing projects
Interpret the culture of an organization
Understand the interaction between project management structure and the culture of an organization
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Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Chapter Outline
3.1 Project Management Structures
3.2 What Is the Right Project Management
Structure?
3.3 Organizational Culture
3.4 Implications of Organizational Culture for
Organizing Projects
3–4
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Project Management Structures
Challenges to Organizing Projects
The uniqueness and short duration of projects relative to ongoing longer-term organizational activities
The multidisciplinary and cross-functional nature of projects creates authority and responsibility dilemmas.
Choosing an Appropriate Project Management Structure
A good system balances the needs of the project with the needs of the organization.
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
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Project Management Structures (cont’d)
Organizing Projects: Functional Organization
Different segments of the project are delegated to respective functional units.
Coordination is maintained through normal management channels.
It is used when the interest of one functional area dominates the project or one functional area has a dominant interest in the project’s success.
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Project Management 6e.
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Functional Organizations
FIGURE 3.1
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Project Management 6e.
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Functional Organization
Advantages
No structural change
Flexibility
In-depth expertise
Easy post-project transition
Disadvantages
Lack of focus
Poor integration
Slow
Lack of ownership
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Project Management 6e.
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Project Management Structures (cont’d)
Organizing Projects: Dedicated Project Teams
Teams operate as separate units under the leadership of a full-time project manager.
In a projectized organization where projects are the dominant form of business, functional departments are responsible for providing support for its teams.
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Project Management 6e.
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Dedicated Project Team
FIGURE 3.2
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Project Management 6e.
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Project Organization: Dedicated Team
Advantages
Simple
Fast
Cohesive
Cross-functional integration
Disadvantages
Expensive
Internal strife
Limited technological expertise
Difficult post-project transition
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Project Management 6e.
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Projectized Organization Structure
FIGURE 3.3
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Project Management 6e.
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Project Management Structures (cont’d)
Organizing Projects: Matrix Structure
Hybrid organizational structure (matrix) is overlaid on the normal functional structure.
Two chains of command (functional and project)
Project participants report simultaneously to both functional and project managers.
Matrix structure optimizes the use of resources.
Allows for participation on multiple projects while performing normal functional duties
Achieves a greater integration of expertise and project requirements
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Project Management 6e.
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Matrix Organization Structure
FIGURE 3.4
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Project Management 6e.
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Division of Project Manager and Functional Manager Responsibilities in a Matrix Structure
TABLE 3.1
Project Manager Negotiated Issues Functional Manager
What has to be done? Who will do the task? How will it be done?
When should the task be done? Where will the task be done?
How much money is available Why will the task be done? How will the project involvement to do the task? impact normal functional activities?
How well has the total project Is the task satisfactorily How well has the functional been done? completed? input been integrated?
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Project Management 6e.
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Different Matrix Forms
Weak Form
The authority of the functional manager predominates and the project manager has indirect authority.
Balanced Form
The project manager sets the overall plan and the functional manager determines how work to be done.
Strong Form
The project manager has broader control and functional departments act as subcontractors to the project.
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Project Management 6e.
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Project Organization: Matrix Structure
Advantages
Efficient
Strong project focus
Easier post-project transition
Flexible
Disadvantages
Dysfunctional conflict
Infighting
Stressful
Slow
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Project Management 6e.
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What Is the Right Project Management Structure?
Organization Considerations
How important is the project to the firm’s success?
What percentage of core work involves projects?
What level of resources (human and physical) are available?
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Project Management 6e.
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What Is the Right Project Management Structure? (cont’d)
Project Considerations
Size of project
Strategic importance
Novelty and need for innovation
Need for integration (number of departments involved)
Environmental complexity (number of external interfaces)
Budget and time constraints
Stability of resource requirements
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Project Management 6e.
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Organizational Culture
Organizational Culture Defined
A system of shared norms, beliefs, values, and assumptions which binds people together, thereby creating shared meanings.
The “personality” of the organization that sets it apart from other organizations.
Provides a sense of identity to its members
Helps legitimize the management system of the organization
Clarifies and reinforces standards of behavior
Helps create social order
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Project Management 6e.
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Key Dimensions Defining an Organization’s Culture
FIGURE 3.5
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Project Management 6e.
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Identifying Cultural Characteristics
Study the physical characteristics of an organization
Read about the organization
Observe how people interact within the organization
Interpret stories and folklore surrounding the organization
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Project Management 6e.
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Organizational Culture Diagnosis Worksheet
FIGURE 3.6
Power Corp.
I. Physical Characteristics:
Architecture, office layout, décor, attire
Corporate HQ is 20 Story modern building—president on top floor. Offices are bigger in the top floors than lower floors. Formal business attire (white shirts, ties, power suits, . . . ) Power appears to increase the higher up you are.
II. Public Documents:
Annual reports, internal newsletters, vision statements
At the heart of the Power Corp. Way is our vision . . . to be the global energy company most admired for its people, partnership and performance. Integrity. We are honest with others and ourselves. We meet the highest ethical standards in all business dealings. We do what we say we will do.
III. Behavior:
Pace, language, meetings, issues discussed, decision-making style, communication patterns, rituals
Hierarchical decision-making, pace brisk but orderly, meetings start on time and end on time, subordinates choose their words very carefully when talking to superiors, people rarely work past 6:00 P.M., president takes top performing unit on a boat cruise each year . . .
IV. Folklore:
Stories, anecdotes, heroines, heroes, villains
Young project manager was fired after going over his boss’s head to ask for additional funds.
Stephanie C. considered a hero for taking complete responsibility for a technical error.
Jack S. was labeled a traitor for joining chief competitor after working for Power Corp. for 15 years.
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Implications of Organizational Culture for Organizing Projects
Challenges for Project Managers in Navigating Organizational Cultures
Interacting with the culture and subcultures of the parent organization
Interacting with the project’s clients or customer organizations
Interacting with other organizations connected to the project
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Project Management 6e.
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Cultural Dimensions of an Organization Supportive of Project Management
FIGURE 3.7
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Project Management 6e.
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Key Terms
Balanced matrix
Dedicated project team
Matrix
Organizational culture
Projectized organization
Project Office (PO)
Strong matrix
Weak matrix
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Project Management 6e.
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