Project Management 2 Project Organization


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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.

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Project Management 2 Project Organization

  1. 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. 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. 3. Projects, Programs & Portfolios<br />We already know projects<br />3<br />Jun. 21st, 2009<br />
  4. 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. 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. 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. 7. More Elaboration<br />Jun. 21st, 2009<br />7<br />
  8. 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. 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 & Hybrid.<br />9<br />Jun. 21st, 2009<br />
  10. 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. 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. 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. 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. 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 & external stakeholders.<br />
  15. 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. 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. 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. 18. Bad stakeholder Management<br />Jun. 21st, 2009<br />18<br />
  19. 19. Questions?<br />Jun. 21st, 2009<br />19<br />
  20. 20. Thank You<br />Jun. 21st, 2009<br />20<br />