4. How to Select the Right Organization?
What are the key factors?
How might the project influence the decision?
5. Enterprise Environment
The project will be influenced by:
Organizational culture, structure, and governance
Geographical distribution of resources
Corporate knowledge base
Infrastructure
Existing human resources
Government, industry, and corporate standards
Other factors
o Size of the organization
o Size of the project
o Project duration
o Uniqueness of the project
o Project complexity
o Risk
o Significance
o Cost
6. Functional Organization
Small organizations with limited resources
Simple projects
Small projects
Projects that are very similar to previous projects
Low cost / low risk
Examples:
o Software updates
o Concept Studies
o Project Definition Studies
7. Weak Matrix Organization
Small projects of limited duration
Relatively simple scopes
Projects with limited changes relative to previous projects
Projects of limited significance
Low risk, low cost
Low to moderate schedule pressure
Examples:
o Maintenance projects
o Task force to develop recommendations
o Concept Selection Study
o Technology Strategy Development
8. Balanced Matrix Organization
Projects with moderate scope and duration
Projects that are not too complex and the organization has
experience
Moderate cost, risk and limited schedule pressure
Examples:
o Relocation Operations
o Cross functional Reorganization Projects
9. Strong Matrix Organization
Medium to Large Projects where resource efficiency is
important
Non-schedule driven projects
Moderate duration projects
Unique projects with limited challenges
Projects where functional input is important
Managed risk projects
Examples:
o Feasibility Studies for large projects
o Design Projects for construction projects
o New software development
o Plant Turnarounds
10. Projectized Organization
Large Projects in large organizations
High risk ventures
Complex projects requiring a lot of coordination
Projects in a Project focused organization
Projects which will have a major impact on the organization
Challenging Projects
Schedule driven Projects
Multi-year projects
Examples:
o Large Scale Public Works
o NASA Space Station
o Grass Roots Refinery Design and Construction
o Major offshore developments
11.
12.
13. Project Management Processes
Project Management Process is a set of interrelated activities performed to create a product,
service or result.
To manage a Project successfully we use a series of these nested Processes to confirm that we
are doing the right thing at the right time. And, to assure that our activities are adding value
to the final deliverables.
PMI provides a guide to a set of processes that have proved successful based on past
experience.
14. Knowledge Areas
PMBOK identifies 47 project management processes
These are group into 10 Knowledge areas or specializations
15. Project Manager as a Leader
One key to success is the Project Manager ’s ability to effectively deal with:
Functional Managers
Project Sponsors
Organization Executives
Clients and Outside Entities
Support Personnel across the organization
The Team
16. Key Aspects of Leadership
Create a clear Vision for the team to follow
Assistance in problem solving
Integrating new members into the team
Conflict Management
Facilitating Group Decisions
Setting and tracking goals
Capability to plan and gain commitments
Effective communication
Ability to balance technical solutions with economic and human factors
17. Role of Project Manager: “Leadership”
Motivation and Inspiration: Explains constantly “why are we
doing this?” - “Motion is not a substitute for direction”
Coordinates various efforts, sets goals, tracks progress
No set of methods or tools can substitute for good leadership:
“good” personality
Crisis Management - “shields” team from external pressures
Deals with politics - obtains support from top management
“Balance is everything”
Trusts his team, Respects other opinions, Form diverse teams,
Seeks consensus
