Your SlideShare is downloading. ×
0
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Project Management 2 Project Organization
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Project Management 2 Project Organization

466

Published on

This is the 2nd presentation as part of PM Awareness Sessions I\'ve made for my company\'s (ITEC) staff to increase their awareness of PM best practices.

This is the 2nd presentation as part of PM Awareness Sessions I\'ve made for my company\'s (ITEC) staff to increase their awareness of PM best practices.

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
466
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Project Management<br />Project Organization<br />MOHAMMAD K. KIWAN<br />PMO MANAGER<br />IMAGE TECHNOLOGIES<br />Part of Project Management Awareness Sessions<br />
  • 2. Target Audience<br />Executive Directors<br />Line Managers<br />Section Heads<br />Project Team Members<br />Any “want to be a Project Manager”<br />2<br />Jun. 21st, 2009<br />
  • 3. Projects, Programs &amp; Portfolios<br />We already know projects<br />3<br />Jun. 21st, 2009<br />
  • 4. Programs<br />4<br />Jun. 21st, 2009<br />A program is a collection of related projects.<br />There is an advantage in managing projects as related ones.<br />Program Management deals with managing programs.<br />A Program manager usually supervises project managers who are managing the projects.<br />
  • 5. Portfolios<br />5<br />Jun. 21st, 2009<br />It is not the financial term used in investments.<br />A portfolio is a collection of strategically linked projects, programs and other work (may contain operations) that aims at a strategic goal.<br />Portfolio Management deals with selection of projects and initiating the suitable ones.<br />
  • 6. Some Elaboration<br />6<br />Jun. 21st, 2009<br />A summary sentence:<br />Project Management is about doing the projects right.<br />Portfolio Management is about doing the right projects.<br />Portfolio Management is usually linked with strategic planning.<br />
  • 7. More Elaboration<br />Jun. 21st, 2009<br />7<br />
  • 8. Project Management Office (PMO)<br />8<br />Jun. 21st, 2009<br />Also some other names that can be found for the same meaning:<br />Program Management Office (PMO)<br />Project Office<br />Program Office<br />PMO is usually responsible for the overall project management activities in the company.<br />
  • 9. Organization Structure<br />Here we will talk about different organization hierarchies and structures from the project management perspective.<br />These can be summarized as Projectized, Functional, Matrix &amp; Hybrid.<br />9<br />Jun. 21st, 2009<br />
  • 10. Projectized Organization<br />10<br />Jun. 21st, 2009<br />The best environment for project managers, however not necessarily the best from the organization point of view.<br />Highest authority of PMs<br />One line of reporting (almost all staff is working within projects and usually with a single project)<br />
  • 11. Functional Organization<br />11<br />Jun. 21st, 2009<br />The hardest environment for project managers.<br />Lowest authority of PMs<br />Think of Silos (each department is a self-contained autonomous entity with a line manager)<br />Project management is usually within the scope of one department<br />
  • 12. Matrix Organization<br />12<br />Jun. 21st, 2009<br />A balance between projectized and functional organizations.<br />It can be weak-matrix, balanced-matrix or strong-matrix.<br />PM authority is dependent on the level of matrix implementation.<br />Most private companies lie in this model.<br />Project Management skills highly needed here.<br />
  • 13. Hybrid Organization<br />13<br />Jun. 21st, 2009<br />Usually exists in large organizations and enterprises.<br />It may contain several models within the same organization:<br />Part is projectized, another part is weak-matrix.<br />Part is functional, another part is balanced-matrix.<br />Also several models may exist as per the business need (e.g. critical project)<br />
  • 14. Stakeholders<br />14<br />Jun. 21st, 2009<br />Simple definition: anybody who has stakes (interest) in the project<br />More practical definition: anybody or group who can affect or be affected by the project or its outcome (product)<br />There are internal &amp; external stakeholders.<br />
  • 15. Internal Stakeholders<br />15<br />Jun. 21st, 2009<br />Within the performing organization and the project team:<br />Project Manager<br />Project Sponsor<br />Project Team<br />
  • 16. External Stakeholders<br />16<br />Jun. 21st, 2009<br />Outside project team:<br />Other project managers<br />The Customer (including its team, sponsor, executives, …)<br />The End Users<br />Any regulatory or environmental bodies<br />The community<br />Suppliers<br />Competitors<br />
  • 17. Stakeholders value<br />Managing stakeholders is of utmost importance.<br />Stakeholders’ needs and expectations must be handled (sometimes called unstated requirements)<br />Stakeholders’ requirements must be handled as well.<br />Stakeholders may make or break the project.<br />Jun. 21st, 2009<br />17<br />
  • 18. Bad stakeholder Management<br />Jun. 21st, 2009<br />18<br />
  • 19. Questions?<br />Jun. 21st, 2009<br />19<br />
  • 20. Thank You<br />Jun. 21st, 2009<br />20<br />

×