University of Jordan Year 2016/2017 2nd Summer Semester

1. Project Management –
Description (3)
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Arch. Dania Abdel-Aziz
University of Jordan Year 2016/2017
2nd Summer Semester

2. Contents
Project Management Description.
1.1 Organizational Influences.
1.2 Key General Management Skills.
1.3 Social-Economic-Environmental Influences.
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3. 1. Organizational Influences
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4. • Projects are typically part of an organization larger than the project
corporations, government agencies, health-care institutions,
international bodies, professional associations, and others.
• Even when the project is the organization (joint ventures, partnering), the
project will still be influenced by the organization or organizations that set
it up.
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1.1 Organizational Influences

5. 1.2. Organizational Structure
• The structure of the performing organization often
constrains the availability of or terms under which
resources become available to the project.
• Organizational structures can be characterized as
spanning a spectrum from functional to projectized,
with a variety of matrix structures in between.
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6. 7/26/2017 6Arch. Dania Abdel-Aziz/ lecture 5
1. Functional Organization (Non-
project-based organizations): an
umbrella category that includes all
organizational structures that are not
designed around projects.
• The classic functional organization, is a
hierarchy where each employee has
one clear superior. Staff members are
grouped by specialty, such as
production, marketing, engineering,
and accounting at the top level, with
engineering further subdivided into
functional organizations that support
the business of the larger organization
(e.g., mechanical and electrical)
1.2. Organizational Structure
Examples: Manufacturing Services.

7. 1. Functional Organizations
FIGURE 3.1
• Advantages
– No Structural Change.
– Flexibility.
– In-Depth Expertise.
– Easy Post-Project Transition.
• Disadvantages
– Lack of Focus.
– Poor Integration.
– Slow.
– Lack of Ownership.
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8. 1.3. Organizational Systems
2. Projectized (Project-based
organizations): Organizations
that derive their revenue
primarily from performing
projects.
Example: architectural firms,
engineering firms, consultants,
construction contractors,
government contractors,
nongovernmental
organizations, etc.
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9. 2. Projectized Organizations
FIGURE 3.2
• Advantages
– Simple
– Fast
– Cohesive
– Cross-Functional Integration
• Disadvantages
– Expensive
– Internal Strife
– Limited Technological Expertise
– Difficult Post-Project Transition
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10. 3. Matrix Organization Structure
FIGURE 3.4
• Advantages
– Efficient
– Strong Project Focus
– Easier Post-Project Transition
– Flexible
• Disadvantages
– Dysfunctional Conflict
– Infighting
– Stressful
– Slow
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11. Division of Project Manager and Functional Manager
Responsibilities in a Matrix Structure
TABLE 3.1
Project Manager Negotiated Issues Functional Manager
What has to be done? Who will do the task? How will it be done?
When should the task be done? Where will the task be done?
How much money is available to Why will the task be done? How will the project involvement
do the task? impact normal functional activities?
How well has the total project Is the task satisfactorily How well has the functional
been done? completed? input been integrated?
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12. Rated Effectiveness of Different Project Structures by
Type of Project
FIGURE 3.6
Source: Larson, E. W., and Gobeli, D. H., “Matrix Management: Contradictions and Insights,”
California Management Review, vol. 29, no. 4 (Summer 1987), p. 137.
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1.3. Organizational Systems

14. Choosing an Appropriate Project Management Structure
– The best system balances the needs of the project
with the needs of the organization.
1.4. Choosing the Appropriate Project Management
Structure
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15. 1.4. Choosing the Appropriate Project Management
Structure
• Project Considerations
– Size of project
– Strategic importance
– Need for integration (number of departments involved)
– Environmental complexity (number of external interfaces)
– Budget and time constraints
– Stability of resource requirements
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16. 1.5. Organizational Cultures and Styles
Most organizations have developed unique and
describable cultures. These cultures are reflected
in their shared values, norms, beliefs, and
expectations; in their policies and procedures; in
their view of authority relationships; and in
numerous other factors. Organizational cultures
often have a direct influence on the project.
• Provides a sense of identify to its members
• Helps legitimize the management system of
the organization
• Clarifies and reinforces standards of
behavior
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17. 1.5. Key Dimensions Defining an Organization’s
Culture
FIGURE 3.7
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18. 1.6. Identifying Cultural Characteristics
• Study the physical characteristics of an organization.
• Read about the organization.
• Observe how people interact within the organization.
• Interpret stories and folklore surrounding the organization.
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19. 1.7. Organizational Culture Diagnosis Worksheet
FIGURE 3.8
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20. 1.8. Implications of Organizational Culture for Organizing
Projects
Navigating Organizational Cultures:
Working Upstream or Downstream?
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21. 1.9. Cultural Dimensions of an Organization Supportive of
Project Management
FIGURE 3.9
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22. 1.10. Mechanisms for Sustaining Organizational
Culture
FIGURE A3.1
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23. 1.11. Project Office
• There is a range of uses for what constitutes a project office. A
project office may operate on a continuum from providing support
functions to project managers in the form of training, software,
templates, etc. to actually being responsible for the results of the
project.
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24. 2. KEY GENERAL MANAGEMENT
SKILLS
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25. 2. Key General Management Skills
• General management skills provide much of the foundation for building
project management skills. They are often essential for the project
manager. On any given project, skill in any number of general
management areas may be required. This section describes key general
management skills that are highly likely to affect most projects.
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26. 1. Leading
Managing is primarily concerned with "consistently
producing key results expected by stakeholders,"
while leading involves:
1. Establishing direction: developing both a vision
of the future and strategies for producing the
changes needed to achieve that vision.
2. Aligning people: communicating the vision by
words and deeds to all those whose cooperation
may be needed to achieve the vision.
3. Motivating and inspiring: helping people
energize themselves to overcome political,
bureaucratic, and resource barriers to change.
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27. 2. Communicating
Communicating involves the exchange of
information. The sender is responsible
for making the information clear,
unambiguous, and complete so that
the receiver can receive it correctly.
The receiver is responsible for making
sure that the information is received in
its entirety and understood correctly.
 Good To Know:
Communicating is the broader subject and involves a substantial
body of knowledge that is not unique to the project context, for
example: Sender receiver models feedback loops, barriers to
communications, etc.
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28. 3. Negotiating
Negotiating involves conferring with others
to come to terms with them or reach
an agreement. Agreements may be
negotiated directly or with assistance;
mediation and arbitration are two
types of assisted negotiation.
Negotiations occur around many issues,
at many times, and at many levels of
the project.
 Good To Know:
During the course of a typical project, project staff is likely to
negotiate for any or all of the following: ■ Scope, cost, and schedule
objectives. ■ Changes to scope, cost, or schedule. ■ Contract terms
and conditions. ■ Assignments. ■ Resources.
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29. 4. Problem Solving
Solving Problem solving involves a combination of
problem definition and decision-making.
Problem definition requires distinguishing
between causes and symptoms. Problems
may be internal or external Problems may be
technical managerial or interpersonal.
Decision-making includes analyzing the
problem to identify viable solutions, and then
making a choice from among them.
Good To Know:
Decisions can be made or obtained (from the customer, from
the team, or from a functional manager). Once made,
decisions must be implemented.
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30. 5. Influencing the Organization
Influencing the organization involves the
ability to "get things done." It requires
an understanding of both the formal
and informal structures of all the
organizations involved the performing
organization, customer partners,
contractors, and numerous others, as
appropriate. Influencing the
organization also requires an
understanding of the mechanics of
power and politics.
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31. 3. SOCIAL-ECONOMIC-
ENVIRONMENTAL INFLUENCES
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32. Social-Economic-Environmental Influences
• Like general management, socioeconomic influences include a wide
range of topics and issues. The project management team must
understand that current conditions and trends in this area may have a
major effect on its project.
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33. 1. Standards and Regulations
• The International Organization for Standardization (ISO) differentiates
between standards and regulations as follows:
 A standard is a "document
approved by a recognized
body, that provides, for
common and repeated use,
rules, guidelines, or
characteristics for products,
processes or services with
which compliance is not
mandatory”
 A regulation is a
"document, which lays
down product, process or
service characteristics,
including the applicable
administrative provisions,
with which compliance is
mandatory"
 Good To Know:
Care must be used in discussing standards and regulations since there
is a vast gray area between the two.
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34. 2. Internationalization
• As more and more organizations engage
in work that spans national boundaries,
more and more projects span national
boundaries as well. In addition to the
traditional concerns of scope, cost, time,
and quality, the project management
team must also consider the effect of:
1. Time-zone differences,
2. National and regional holidays,
3. Travel requirements for face-to-face
meetings,
4. The logistics of teleconferencing,
5. Volatile political differences.
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35. 3. Cultural Influences
Culture is the "totality of socially transmitted behavior patterns, arts, beliefs,
institutions, and all other products of human work and thought".
Every project must operate within a context of one or more cultural norms. This
area of influence includes:
1. Political.
2. Economic.
3. Demographic.
4. Educational.
5. Ethical.
6. Ethnic.
7. Religious.
8. Practice.
9. Belief, and attitudes.
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36. 4. Social-Economic-Environmental Sustainability
Virtually all projects are planned and implemented in a social, economic, and
environmental context, and have intended and unintended positive
and/or negative impacts.
Organizations are increasingly accountable for :
1. Impacts resulting from a project (e.g., accidental destruction of
archeological sites in a road construction project),
2. The effects of a project on people, the economy, and the environment
long after it has been completed.
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37. Thank you 
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