This document discusses project teams and organizational structures for managing projects. It covers functional, projectized, and matrix organizational structures and their advantages and disadvantages. It also discusses informal organizations, stakeholder analysis, the differences between work groups and teams, learning cycles to facilitate knowledge management, and how to develop and assess high-performing project teams. The key aspects of developing project teams including defining roles, setting goals, creating accountability, and establishing a collaborative environment are addressed.

1. Information Technology Project
Management – Fourth Edition
By Jack T. Marchewka
Northern Illinois University
Power Point Slides by Gerald DeHondt
Grand Valley State University
Copyright 2012 John Wiley & Sons, Inc.4-1

2. The Project Team
Chapter 4
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3. Learning Objectives
 Describe the three major types of formal
organizational structures: functional, pure project, and
matrix.
 Discuss the advantages and disadvantages of the
functional, pure project, and matrix organizational
structures.
 Describe the informal organization.
 Develop a stakeholder analysis.
 Describe the difference between a work group and a
team.
 Describe and apply the concept of learning cycles and
lessons learned as a basis for knowledge
management.
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4. PMBOK®
Area – Project Human
Resources Management
 Develop Human Resource Plan
 Creating a staff management plan that identifies and documents the
reporting relationships as well as each team member’s role,
responsibility, and required skills
 Acquire Project Team
 Confirms that specific human resources will be available to work on the
project
 Develop Project Team
 The processes to improve the competencies of the project team, their
interactions, and the overall team environment
 Manage the Project Team
 The tracking of the project team’s performance, providing feedback,
resolving interpersonal issues, and managing organizational change
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5. The Formal Organization
 Formal groupings & specializations
 Published Lines of
 Authority
 Responsibilities
 Reporting Relationships
 Communication
 Decision-Making
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6. Organization and Project Planning
Organizational Structure
Figure 4.1
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7. The Functional OrganizationThe Functional Organization
Figure 4.2
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8. The Functional Organization
 Advantages
 Increased Flexibility
 Breadth & Depth of
Knowledge &
Experience
 Less Duplication
 Disadvantages
 Determining Authority
& Responsibility
 Poor Response Time
 Poor Integration
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9. The ProjectThe Project
OrganizationOrganization
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10. The Project-Based Organization
 Advantages
 Clear Authority &
Responsibility
 Improved
Communication
 High Level of
Integration
 Disadvantages
 Project Isolation
 Duplication of Effort
 “Projectitis”
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11. The Matrix OrganizationThe Matrix Organization
Figure 4.4
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12. The Matrix Organization
 Advantages
 High Level of
Integration
 Improved
Communication
 Increased Project Focus
 Disadvantages
 Potential for conflict
 Unity of Command can
be violated
 Poor Response Time
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13. While the formal organizational
structure tells us how individuals
or groups within an organization
should relate to one another, it
does not tell us how they actually
relate.
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14. The Informal Organization
 Bypasses formal lines of communication & authority
 Power is determined by how well one is connected
in the informal network – i.e., the “grapevine”
 Can be more complex than the formal organization
because relationships are established from positive
and negative relationships over time
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15. Stakeholders
Individuals, groups, or even
organizations that have a “stake”
or claim in the project’s (successful
or unsuccessful) outcome
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16. Stakeholder Analysis Process
1. Develop a list of stakeholders who have an
interest in the successful or unsuccessful
outcome of the project
2. Identify the stakeholder’s interest in the project
 “+1” for positive interest
 “0” for neutral
 “-1” for negative interest
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17. Stakeholder Analysis
1. Determine the degree of influence each
stakeholder has on a scale of 0 (no influence) to 10
(can terminate the project)
2. Define a role for each stakeholder – e.g., champion,
consultant, decision maker, ally, rival, foe, etc.
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18. Stakeholder Analysis
1. Identify an objective for each stakeholder – e.g.,
provide resources, guidance, expertise, acceptance,
approval, etc.
2. Identify a strategy for each stakeholder – e.g., build,
maintain, improve, re-establish the relationship
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19. Stakeholder Interest Influence Potential
Conflicts
Role Objective Strategy
Hirem N. Firem +1 5 Competition for resources
with other functional
managers
Project Sponsor
and Champion
Provide
resources,
approvals,
and public
support for
the project
To maintain
open
communication
so that political
landmines can b
avoided
Dee Manitger +1 3 Resources not made available
as promised by functional
managers
Project Manager Lead and
manage the
project so
that it
achieves its
MOV
Work closely
with project
stakeholders an
project team
Project Team +1 2 This project will change a
number business processes.
Affected users may resist
change by withholding
information
Steve Turner –
Network
Administrator
Shedelle Bivits –
Systems Analyst
Corean Jenkins –
Programmer/DBA
Myra Dickens –
Inventory Analyst
Provide
expertise to
complete the
project work
Support project
team with
adequate
resources while
minimizing
distractions
I. Will Sellit -1 4 As the marketing manager,
Sellit is not pleased that this
project was chosen over his
proposed project. May
withhold promised resources
Foe Build and
maintain best
possible
relationship
to minimize
attempts to
divert
resources
Maintain open
communication.
Use project
sponsor’s
influence as
necessary
Copyright 2012 John Wiley & Sons, Inc.4-19

20. The Project Team
 The Roles of the Project Manager
 Managerial role
 Leadership role
 Attributes of a successful project manager
 ability to communicate with people
 ability to deal with people
 ability to create and sustain relationships
 ability to organize
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21. The Wisdom of Teams - Jon R. Katzenbach
Douglas K. Smith
 Work Groups
 Pseudo Teams
 Potential Teams
 Real Teams
 High Performance Teams
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22. Work Groups
 Members interact to share information, best
practices, or ideas
 No shared performance goals (individual
performance)
 No joint work-products
 No mutual accountability
 Viable in many situations
 E.g., study group
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23. Teams
 Bring complementary skills & experience
 Jointly defined clear goals & approaches improve
communication
 Improve decision-making
 Have more fun
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24. Real Teams
1. Small number of people
2. Complementary skills
3. Committed to a common purpose
4. Common goals
5. Common approach
6. Hold themselves accountable
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25. Pseudo Teams
 Weakest of all groups
 Not focused on collective performance (& not trying
to achieve it)
 No interest in shaping a common purpose
 Confusion & dysfunctional behaviours
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26. Potential Teams
 Significant performance potential
 Requires more clarity about purpose, goals, work-
products, and common approach
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27. High Performance Teams
 Meet all the conditions of a real team
 PLUS:
 Members are deeply committed
 Perform above all reasonable expectations
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28. Vital Signs for Evaluation
 6 Project Team Basics
 Themes & Identity
 Enthusiasm & Energy Level
 Event-Driven Histories
 Personal Commitment
 Earned Membership
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29. Team Leader (Project Manager)
 Acts To:
 Clarify purpose & goals
 Build commitment & self confidence
 Strengthen team’s collective skills
 Remove external obstacles
 Create opportunities for others
 Creates the Project Environment
 Work space
 Team culture and values
 Project administration
 Ethical Conduct
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30. A Learning Cycle Approach to
Project Management
An Agile Project Management Approach
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31. Learning Cycles
 Derived from
educator/philosopher John
Dewey (1938)
 Used to describe how
people learn (Kolb, 1984;
Honey & Mumford, 1994)
 Can be applied to project
teams (Jeris, 1997; Redding,
2000).
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Inc.4-31

32. Traditional Teams
 Accept background information at “face-value”
 Approach projects in logical, linear fashion
 Provide run-of-the-mill solutions
 Solutions remain within the original “frame” or how the
problem was originally presented to them
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33. Radical Teams
 Do not accept issues & tasks at their “face value”
 The way the problem is defined may very well be the
problem
 Unquestioned assumptions are surfaced & challenged
 Only by digging below the surface can we get to the
“root” so that a meaningful solution can emerge
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34. A Learning Cycle
Figure 4.6
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35. What we know
(Facts)
What we think we know
(Assumptions)
What we don’t know
(Questions to be
Answered)
Company has too much
inventory on hand
It may be an efficiency
problem
Why are inventory levels so
high?
Cost of maintaining current
inventory is becoming
prohibitive
Management believes an
new information system will
improve efficiency and
therefore lower inventory
levels
What are the current levels
of inventory?
Inventory turnover needs to
be increased
What is the desired level of
inventory?
Figure 4.7
Example of a Team Learning Record
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36. Who? Does What? By When?
Shedelle and Steve Interview sales team to
understand past, current, and
future trends for the company’s
product.
Tuesday
Myra Provide a detailed count of the
current physical inventory on
hand.
Thursday
Corean Research potential inventory
management system commercial
packages
Thursday
Steve Research average inventory
levels for the industry
Wednesday
Figure 4.8
An Example of an Action Plan for Team
Learning
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37. Team Learning Cycles over the Project
Life Cycle
Figure 4.9
Each cycle provides
the opportunity to
challenge framing assumptions,
create new understanding &
find radical solutions
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38. Assessing Team Learning
Speed
Depth
Breadth
(Impact)
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39. The Project Environment
 A place to call home
 Technology
 Office supplies
 Culture
 What is expected from
each team member?
 What role will each
team member play?
 How will conflicts be
resolved?
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40. Example of a Project Team Charter
Figure 4.10
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41. Copyright 2012 John Wiley & Sons, Inc.
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