The document discusses organizing project teams and defining roles. It describes three common organizational structures - functional, projectized, and matrix. In a matrix structure, team members report to both a project manager and functional manager. Key players in projects are identified as the project manager, team members, functional managers, and upper management. The roles of authority, responsibility, and accountability are distinguished. Methods for assigning roles like the Responsibility Assignment Matrix are presented. Tips for starting a project team effectively and helping the team function smoothly are provided.

1. UNIVERSITY OF THE ARMED
FORCES
ESPE
INTEGRATIVE PROJECT III
PART 3: Group Work: Putting Your Team
Together
 Chapter 9: Aligning the key Players for Project
 Chapter 10: Defining Team Members’ Roles and
Responsibilities
 Chapter 11: Starting your project
Students’ name:
 Chica Liseth
 Chulde Valentina

2. Defining three organizational Environments
The functional
(Organizational) structure
The project- focused
projectized structure
The extensively used matrix
structure
Advantage
• Reservoirs of skills and
knowledge in the areas
they are expertise
• Communication process
and decision-making
• Provide focus and
supportive job
Disadvantage
• Effective collaboration
between different
functional groups
• Perform the task in their
specially area (achieve
goals affect other groups)
• Total authority over the
members
• Male assignments and
directs team members’
tasks efforts.
Advantage
• All members report directly
to the manager
• Members develop a
shared sense of identity
• All member share the
performance work,
communication, conflict
and results
Disadvantages
• Higher personal costs
(different people, different
needs)
• Reduced technical
interchange
• Reduce job security
Combine the functional and
projectized structure to
facilitate the responsive and
effective participation.
Classify in:
• Weak matrix (direction
from the functional
manager)
• Strong matrix (companies
never ask people to serve
as team member)
• Balance matrix (people
assigned to lead projects
or serve as a team.)

3. Recognizing the key players in a Matrix
 A matrix environment requires that the project manager deal with: styles, interests, and
demands of more people
 People play critical roles in every project:
 Project manager
Responsible for the successful completion of the project
 Determining objectives
 Have a clear plan to reach
 Identifying and managing risks
 Resolving priority, work approach, or interpersonal conflicts
 Project team members
Responsible for successfully performing individual project activities
• Performing tasks (high standards)
• Considering the effect your actions that has in the team members’ tasks
 Functional manager
Team members’ direct-line supervisors
• Developing and improving plans
• Providing technical expertise and guidance
 Upper management
Organize the major business units.
• Creating the organizational mission and goals
• Setting polices and procedures for addressing priorities and conflicts
• Defining the limits of managers’ decisions- making authority

4. Working successfully in a Matrix Environment
 Help to have the highest-quality work from your team members in a
matrix environment.
 Creating and continually reinforcing a team identity
• To achieve common goals and encourage others to support in the
work
 Getting team member commitment
• Choose to perform an assignment
 Eliciting support from other people in the environment
• Establish relationship with: other to get a champion, and ask for
and acknowledge the team members’ functional mangers’ support
 Heading off common problems before they arise
• Plan in sufficient detail
• Identify and address conflicts promptly
• Encourage open communication among team members, specially
regarding problems an frustrations
• Encourage upper management to establish and oversight
committee to monitor project performance and address resources

5. Understanding the key Roles
 Three roles:
 Distinguish authority, responsibility, and accountability
 Comparing authority and responsibility
Authority Responsibility Accountability
Binding decisions about project’s:
product, schedule, resources, and
activities
To achieve
specific results
Bring consequences to bear
in responses
Authority Responsibility
Focuses on processes
Defines the decisions we make, but not the
results
Focuses on outcomes
Address the results to accomplish, but not
the decisions

6. Making Project Assignments
 Making project Assignments (Delving into delegation)
• Deciding what to delegate
• Understanding degree of delegation
• Supporting delegations of authority
• Delegation to achieve results
 Sharing responsibility
• To delegate authority is unilateral
• Not necessary an agreement of both parties
• Responsibility is two-way agreement
 Holding people accountable when they don’t report to you
• Find who has the direct authority
• Put an informal agreement and look the strategy reaction of the others
• Negotiate an schedule
• Get commitment
• Create a sense of urgency and importance

7. Depicting Roles with a Responsibility Assignment
 RAM (Responsibility Assignment Matrix) or Linear Responsibility chart (LRC).
 Ram is a table that depicts each project audience’s role in the performance.
 A RAM’s format contain: Questionnaire design, responses, pretest, final
questionnaire
 Primary responsibility
 Secondary responsibility
 Approval (A): the results produced
 Reading a RAM
Questionnaire design
Check the situation and possible issues
 Developing a RAM
• Identify all who will participate in or support the project
• Develop a complete list of deliverables for your project
• Discuss with all team members how they’ll each support the work to produce
the difference project deliverables.
• Prepare a draft (initial)

8.  Ensuring your RAM is accurate
 Developing a hierarchy of charts
• To detail responsibilities for lower-level deliverables and work package)
 Getting input from everyone involved
• `people have a greater commitment to a plan when they participate in developing it.
 Putting your RAM in writing
• See possible problems in the project
• Ensure that people have a common understanding in their roles and relationships.
Keeping your RAM up to date
• Asses whether the current assignment are working out and where the changes may be need
• Classify the roles and responsibilities for NEW ACTIVITIES
• Clarify the roles and responsibilities for NEW PEOPLE who join the team

9. Dealing with Micromanagement
Micromanagement is the
person’s characteristic to
control things that are
not important rather than
the relevant
The micromanager
usually is the “expert”,
loves his/her work and
has internal
dissatisfaction.
The micromanager
control all the people,
feels in danger when
someone knows more
than she/he does.
The micromanager
doesn’t know how to
manage the time

10. How to work with a micromanager
* It Is necessary to understand the
micromanager’s motivations, real
interests and concerns.
* Observe how does the micromanager acts
with other people in order to know how to
treat him/her, and never give up until you
succeed.
To deal with a micromanagement is necessary to:
Provide information if he/she asks
you, be thankful for everything the
micromanager do for you.
It is good to comment the micromanager the
techniques that you use (high quality) and it
is necessary to monitor your assignments in
order to fulfill goals.

11. 11. Starting your project team off
on the Right Foot
If your Project is approved by your boss, then you
have to select the people to support your Project.
(Project audience)
To confirm your members’ participation is necessary
to communicate with the people that your project is
approved in order that they organize their time.
Another requirement is to confirm who is going to
help with the project , in case that they don’t confirm
is necessary to search someone that can replace.
Once that you have their confirmation is necessary
to explain about the Project, so they can start doing
it

12. The people who is
going to start the
Project must be
aware of schedules
and the deadlines
Depending of the
level of formality of
the project is
necessary to have:
identifiers (name of
the Project, number
of project).
It is also necessary to
include details
describing different
activities, the start
date, end date and
number of hours to
spent, and finally the
approvals(supervisor,
Project manager)

13. Developingyourteam Goals
The goals are the desire result that the
team want to accomplish as a team and
individually.(acquire new skills,
knowledge)
Roles
The roles help to have a coordinated
development of each member of the
group so it is important to give
responsibilities or it is better to use the
RAM
Processes
Techniques that the team uses to
perform their task in the Project such as:
communication, conflict resolution,
decision making.
Relationship
To develop an strong relation takes
some time, but the benefits are that they
can work comfortable in a good work
environment.

14. Helping your team become a smooth
functioning
Forming: discuss about
all the Project
(objectives, plan,
organizational
responsibilities)
Storming: encourage
people to discuss
concerns, reservations,
successful task
performance
Norming: norms that
govern the member
behavior; meetings to
discuss how they have
to behave.
Performing: it is about
monitoring how the
work is doing.

15. The post-project evaluation include: review the experience that was
achieved and plan for the future projects to avoid problems and to
promote good practices.
To announce the Project is necessary to send an email, write an
announcement in the newspaper, send flyers and make formal
meetings.
The meetings and the reports help to know if the schedules are
having progress. It is necessary to have a project baseline (it guides
the activities of the project at the beginning and during the project)
Control your Project by Schedule achievement, personnel resource
use and financial expenditures.