This lecture discusses key issues in how organizations and projects are designed. It covers the relationship between projects and the broader organizational context. Topics include the organizational environment, aligning corporate and project strategies, organizational structure types, selecting a structure, the project manager's authority and responsibilities, and managing people through recruitment, training, and motivation. Issues with organizational design like misalignment, inflexibility, and structural problems are also addressed.

1. London School of Business and Finance
About this Lecture
Organisations can develop organically, without any forethought. But successful organisations tend to be deliberately
designed. Even if an organisation has not been consciously designed, it will tend to evolve a design as it grows and
matures. Organisations that use projects need to be designed with projects in mind. Similarly, projects must be designed
with the rest of the organisation in mind. This lecture investigates key issues in how organisations and projects are
designed
Learning Objectives
To give students some of the concepts they will need to understand the relationship between projects and the broader
organisational context.
Recommended Reading
Core text (Shtub et al) Ch 2 pp 45-74

2. 1. Introduction
2. Designing the organisation
3. Project life cycle
4. Project tools and techniques
5. Resourcing and budgeting
6. Implementation
7. Communication and culture
8. Variance and change
9. Risk management and uncertainty
10. Project outcomes

3. 1. About this lecture
2. The context of project management
3. Corporate strategy and project strategy
4. Project scope
5. Types of organisational structure
6. Selecting a structure
7. The project manager
8. Managing people
9. Issues with organisational design
10. Exercises

4. 1. About this lecture
2. The context of project management
3. Corporate strategy and project strategy
4. Project scope
5. Types of organisational structure
6. Selecting a structure
7. The project manager
8. Managing people
9. Issues with organisational design
10. Exercises

5. environment
other entities
in our
organisationour project
our organisation

6. 1. About this lecture
2. The context of project management
3. Corporate strategy and project strategy
4. Project scope
5. Types of organisational structure
6. Selecting a structure
7. The project manager [Authority, responsibility
and accountability]
8. Managing people [Recruitment, selection and
training]
9. Issues with organisational design
10. Exercises

7. 1. Corporate vision and strategy
2. Seeing the bigger picture
3. Programmes and portfolios
4. Alignment and focus
5. Conflicts of interest
6. Functional specialisation
7. Project cohesion in turbulent times

8. 1. About this lecture
2. The context of project management
3. Corporate strategy and project strategy
4. Project scope
5. Types of organisational structure
6. Selecting a structure
7. The project manager
8. Managing people
9. Issues with organisational design
10. Exercises

9. 1. Project selection
2. What is scope?
3. Why is scope important?
4. Examples of scope
5. Management of scope
6. Scope creep and other difficulties

10. 1. About this lecture
2. The context of project management
3. Corporate strategy and project strategy
4. Project scope
5. Types of organisational structure
6. Selecting a structure
7. The project manager
8. Managing people
9. Issues with organisational design
10. Exercises

11. 1. Why is this important?
2. Functional
3. Project
4. Product
5. Customer
6. Territorial
7. Matrix

12. 1. About this lecture
2. The context of project management
3. Corporate strategy and project strategy
4. Project scope
5. Types of organisational structure
6. Selecting a structure
7. The project manager
8. Managing people
9. Issues with organisational design
10. Exercises

13. 1. Criteria for selecting an organisational
structure:
◦ Technology
◦ Finance and accounting
◦ Communications
◦ Responsibility to a project/product
◦ Coordination
◦ Customer relations
2. The project office

14. 1. About this lecture
2. The context of project management
3. Corporate strategy and project strategy
4. Project scope
5. Types of organisational structure
6. Selecting a structure
7. The project manager
8. Managing people
9. Issues with organisational design
10. Exercises

15. 1. Qualifications
2. Skills
3. Experience
4. Training
5. Responsibilities: formal and informal
6. Authority, responsibility and accountability
7. Growth: judgement and wisdom
8. Project manager and project leader
9. Challenges for the PM

16. 1. About this lecture
2. The context of project management
3. Corporate strategy and project strategy
4. Project scope
5. Types of organisational structure
6. Selecting a structure
7. The project manager
8. Managing people
9. Issues with organisational design
10. Exercises

17. 1. Organisational behaviour
2. People, groups and organisations
3. Motivation
4. Reward and recognition
5. Increasing capability
6. The role of the HR department
7. Managing diversity

18. Source: www.timlebon.com/maslow.htm

19. 1. About this lecture
2. The context of project management
3. Corporate strategy and project strategy
4. Project scope
5. Types of organisational structure
6. Selecting a structure
7. The project manager
8. Managing people
9. Issues with organisational design
10. Exercises

20. 1. Are organisations designed?
2. Misalignment
3. Change
4. Structural problems
5. Inflexibility
6. Do whatever works?

21. 1. About this lecture
2. The context of project management [environment]
3. Corporate strategy and project strategy [alignment]
4. Project scope
5. Types of organisational structure
6. Selecting a structure
7. The project manager [Authority, responsibility and
accountability]
8. Managing people [Recruitment, selection and
training]
9. Issues with organisational design
10. Exercises

22. 1. What are the main ways in which small
organisations differ from large
organisations in their design?
2. What are the main ways in which private
sector businesses differ from public sector
organisations in their design?

23. 1. Introduction
2. Designing the organisation
3. Project life cycle
4. Project tools and techniques
5. Resourcing and budgeting
6. Implementation
7. Communication and culture
8. Variance and change
9. Risk management and uncertainty
10. Project outcomes