Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
Improving Focus, Predictability, and Team Morale on ProjectsJoe Cooper
Improving focus and predictability on projects with critical chain project management (CCPM). PMI Global Congress 2013 - New Orleans, LA. This paper addresses three project problems of low team morale, excessive project durations, and missed project delivery commitments.
Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
Improving Focus, Predictability, and Team Morale on ProjectsJoe Cooper
Improving focus and predictability on projects with critical chain project management (CCPM). PMI Global Congress 2013 - New Orleans, LA. This paper addresses three project problems of low team morale, excessive project durations, and missed project delivery commitments.
When it comes to projects, sometimes we have to get out of our own way. Find out how to recognize your assets and liabilities so you can leverage what you do well and keep your motivation and energy up throughout the project.
Managing Interdependencies in Complex OrganizationsNicolay Worren
Presentation held at the Organization Design Forum conference in the US, 2006.
For more on this and related topics, see my blog http://www.organizationdesign.net
Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
Cover the basics of PM Organizational Structures (functional, projectized, and matrix).
UNIT II STUDY GUIDE Project Governance and TeamEach of thes.docxgertrudebellgrove
UNIT II STUDY GUIDE Project Governance and Team
Each of these organizational structures has advantages and disadvantages. InUaNIfTunxcStioTnUaDl oYrgGaUnIiDzaEtional structure, the advantages include having clearly defined career path and a direct supervisor reporting
structure. In addition, the employees are experts in their fields. The disadvantages of such a structure include the following: employees’ jobs are difficult to change because they are experts in their fields, disagreement within the organization can occur due to not having enough resources to go around, each project team believing their project should be top priority, project manager has little to no authority over the project, and the project manager is usually just part-time.
In a projectized organizational structure, the advantages include a dedicated project focus, project loyalty, and efficient project organization and communication. The disadvantages of this structure include the following: once the project is gone, a person’s job could be gone; resources are siloed instead of shared; and job functions and facilities may be duplicated across the organization.
In a matrixed organizational structure, the advantages include the following: visible objectives, increased support from functional managers, project manager maintains more control over the project, job roles are more flexible jobs remain intact even when the project is complete, and project team members receive multiple inputs on their performance during the project. The disadvantages of this structure include the following: project team members have more than just one boss to answer to, projects become more complex, more policies and procedures are required, and different objectives and priorities may exist.
It is important to note that irrespective of the organizational structure, the project organization by definition is temporary. Therefore, as projects are completed, project team members return to their respective functional homes or to other projects within the organization or outside the organization. It is equally important to note that within the matrix structure, and sometimes within the functional organizational structure, project team members may not be assigned to the project 100% of the time.
Project Management Structures
An effective project management system must ensure that the strategic objectives of the organization are met while also meeting the project objectives. As a project manager, it is important to understand your organizational objectives and ensure that that your project objectives do not counter but rather, align and support the overall organizational goals. Because of the project/organization relationship, the role of authority and resource allocation between the two groups is clearly defined.
There are two major constraints from an organizational perceptive that projects are afflicted with. First, most organizations are operational by function, and their structures are designed for o ...
When it comes to projects, sometimes we have to get out of our own way. Find out how to recognize your assets and liabilities so you can leverage what you do well and keep your motivation and energy up throughout the project.
Managing Interdependencies in Complex OrganizationsNicolay Worren
Presentation held at the Organization Design Forum conference in the US, 2006.
For more on this and related topics, see my blog http://www.organizationdesign.net
Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
Cover the basics of PM Organizational Structures (functional, projectized, and matrix).
UNIT II STUDY GUIDE Project Governance and TeamEach of thes.docxgertrudebellgrove
UNIT II STUDY GUIDE Project Governance and Team
Each of these organizational structures has advantages and disadvantages. InUaNIfTunxcStioTnUaDl oYrgGaUnIiDzaEtional structure, the advantages include having clearly defined career path and a direct supervisor reporting
structure. In addition, the employees are experts in their fields. The disadvantages of such a structure include the following: employees’ jobs are difficult to change because they are experts in their fields, disagreement within the organization can occur due to not having enough resources to go around, each project team believing their project should be top priority, project manager has little to no authority over the project, and the project manager is usually just part-time.
In a projectized organizational structure, the advantages include a dedicated project focus, project loyalty, and efficient project organization and communication. The disadvantages of this structure include the following: once the project is gone, a person’s job could be gone; resources are siloed instead of shared; and job functions and facilities may be duplicated across the organization.
In a matrixed organizational structure, the advantages include the following: visible objectives, increased support from functional managers, project manager maintains more control over the project, job roles are more flexible jobs remain intact even when the project is complete, and project team members receive multiple inputs on their performance during the project. The disadvantages of this structure include the following: project team members have more than just one boss to answer to, projects become more complex, more policies and procedures are required, and different objectives and priorities may exist.
It is important to note that irrespective of the organizational structure, the project organization by definition is temporary. Therefore, as projects are completed, project team members return to their respective functional homes or to other projects within the organization or outside the organization. It is equally important to note that within the matrix structure, and sometimes within the functional organizational structure, project team members may not be assigned to the project 100% of the time.
Project Management Structures
An effective project management system must ensure that the strategic objectives of the organization are met while also meeting the project objectives. As a project manager, it is important to understand your organizational objectives and ensure that that your project objectives do not counter but rather, align and support the overall organizational goals. Because of the project/organization relationship, the role of authority and resource allocation between the two groups is clearly defined.
There are two major constraints from an organizational perceptive that projects are afflicted with. First, most organizations are operational by function, and their structures are designed for o ...
MBA 6931, Project Management Strategy and Tactics 1 C.docxaryan532920
MBA 6931, Project Management Strategy and Tactics 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Characterize important project management issues.
3.1 Describe how a company should be reorganized for greater effectiveness.
3.2 Analyze the challenges associated with a new organizational structure related to its scope.
3.3 Explain how a new organizational structure would impact the Key Manager Incentive Plan
(KMIP) program.
4. Outline project activity and risk taking in the project management process.
4.1 Explain the risks associated with a new organizational structure and scope.
4.2 Describe how structure and scope impact the overall project management process.
Course/Unit
Learning Outcomes
Learning Activity
3.1
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
3.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
3.3
Chapter 5, pp. 145-176
Unit III Case Study
4.1
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
4.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
Reading Assignment
Chapter 5: The Project in the Organizational Structure, pp. 145-176
Unit Lesson
Organizational structure is how the organization is constructed. This can include management levels as well
as everyone who works toward maintaining the strategic mission of the organization with an eye on
development toward achieving the strategic vision. Companies can be organized in many different ways, and
the creativity in organizational structures continues to evolve.
One of the most common methods for organizational project structures is that of functionality, which is based
on functions within the organization such as marketing, accounting, finance, operations, human resources,
and more. This strategy is advantageous because of its specialization of functions within each operational
branch as well as its simplicity and general overall acceptance. This method provides a high level of staff
flexibility within each branch and represents a consistent path of advancement for individuals within each
function. The largest disadvantage with functional organizational structures is the fact that the client or
customer is not the primary focus. Instead, priority is placed on the tasks within each of the functions. Another
significant disadvantage of a functional approach within an organization is that the employees within each
function tend to have a narrow focus aligning with their particular function versus a more holistic viewpoint
UNIT III STUDY GUIDE
Organizational Structure
MBA 6931, Project Management Strategy and Tactics 2
UNIT x STUDY GUIDE
Title
encompassing all areas within the organization. This narrow focus can create conflict within the team instead
of a cohesively operating team atmosphere.
A project-oriented structure assumes that each of the functions described in the functional ...
In this talk, I have discussed the issues around the need to recognize the business problem being solved, how to identify that, etc. rather than only focusing on the tech.
In this talk for the students of IIM Udaipur, I have discussed how AI as technology needs to deliver business value in order for AI as a discipline to be seen as relevant to business. I have also spoken briefly about my own research work.
What is #ThoughtLeadership? Is it mindless self-promotion, or is it more like some fancy management fad? Is it more like your social media presence, or sharing stories? What is the real deal here? In this talk, I have shared some ideas from others, and also some of my own learning over the years. Hope you find the answers you were looking for...
How does one go about blogging? Or, why to even blog in the first place? In this talk, I have shared some of my key learning over last 15 years of blogging
I delivered this guest lecture for the marketing team of Corteva Agriscience undergoing an executive program at ISB, Hyderabad. I have explained what is digital business model innovation, and how it could apply to agrobusinesses.
25 Years of Evolution of Software Product Management: A practitioner's perspe...Tathagat Varma
How has the role and function of product management evolved over the years? In this talk, I have shared my notes from my personal journey over the last 25 years.
2. We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individualsand interactions over processes and tools
Working software over comprehensive
documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
3. 1. Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing
teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behavior accordingly.
4. Organizational structure is an enterprise
environmental factor that could have a big
impact on
How resources are made available, and
How projects are executed
5. Is a hierarchy where each employee has one
clear superior.
Staff members are grouped by specialty, such
a production, marketing, engineering, and
accounting at the top level. Specialties may be
further sub-divided into functional
organizations, such as mechanical and
electrical engineering
Each department does its project work
independent of other projects
6.
7. Maintains many of the characteristics of
functional organization, and the PM role is
more of a coordinator or expeditor than a true
PM
8. While the balanced matrix organization
recognizes the need for a PM, it doesn’t
provide the PM with full authority over
project and project funding
9. Strong matrices have many characteristics of
the projectized organization, and can have
full-time PMs with considerable authority
and full-time administrative staff
10. At other end of the spectrum to the functional
organization is the projectized organization
Team members are often co-located, most of
the organization’s resources are involved in
project work, and PMs have a great deal of
independence and authority.
Often have organizational units called
departments, but these groups either report
directly to the PM or provide support services
to the various projects
11.
12. Many organizations involve all these
structures at various levels.
For example, even a fundamentally functional
organization may create a special team to
handle a critical project. Such a team might
have many characteristics of a project team in
a projectized organization. The team may
include full-time staff from different
departments, may develop its own set of
operating procedures, and may operate
outside the standard, formalized reporting
structure.
13.
14.
15. Project Functional Weak Balanced Strong Projectized
Characteristics Matrix Matrix Matrix
Project Little or Limited Low to Moderate High to
Manager’s none Moderate to High Almost Total
authority
Resource Little or Limited Low to Moderate High to
Availability none Moderate to High Almost Total
Who controls Functional Functional Mixed Project Project
the project Manager Manager Manager Managers
budget
Project Part-time Part-time Full-time Full-time Full-time
Manager’s role
Project Part-time Part-time Part-time Full-time Full-time
Management
Administrative
Staff
16. No one perfect organizational structure for managing
projects exists.
The functional, the project, and the different matrix structures
all have strengths and weaknesses. The final choice should
come after weighing various factors in the nature of the task,
the needs of the organization, and the environment of the
project.
The functional structure will work for many projects in many
organizations, especially if lateral communications can be
improved through integrating mechanisms and procedures
short of hiring a matrix coordinator.
When a matrix approach is chosen, the entire organization must
put a good deal of effort into it to make it work. In particular,
the project coordinator or project manager in the matrix must
be carefully chosen and trained. His interpersonal skills are
more important than his technical knowledge.
In many situations, a project organization may appear to be the
simplest solution from the viewpoint of the project manager.
However, the functional managers or top management may not
find it to be the best long-range or most strategic decision.
17. Favors Functional Favors Matrix Favors Project
Structure Structure Structure
Uncertainty Low High High
Technology Standard Complicated New
Complexity Low Medium High
Duration Short Medium Long
Size Small Medium Large
Importance Low Medium High
Customer Diverse Medium One
Interdependency Low Medium High
(within)
Interdependency High Medium Low
(between)
Time Criticality Low Medium High
Resource Criticality Depends Depends Depends
Differentiation Low High Medium
18. The advantages of a matrix include:
Individuals can be chosen according to the needs of the
project.
The use of a project team which is dynamic and able to
view problems in a different way as specialists have been
brought together in a new environment.
Project managers are directly responsible for completing
the project within a specific deadline and budget.
Whilst the disadvantages include:
A conflict of loyalty between line managers and project
managers over the allocation of resources.
If teams have a lot of independence can be difficult to
monitor.
Costs can be increased if more managers (i.e. project
managers) are created through the use of project teams.
20. High dependence on leader for guidance and
direction.
Little agreement on team aims other than
received from leader.
Individual roles and responsibilities are unclear.
Leader must be prepared to answer lots of
questions about the team's purpose, objectives
and external relationships.
Processes are often ignored.
Members test tolerance of system and leader.
Leader directs (similar to Situational
Leadership® 'Telling' mode).
21. Decisions don't come easily within group.
Team members vie for position as they attempt to
establish themselves in relation to other team
members and the leader, who might receive
challenges from team members.
Clarity of purpose increases but plenty of
uncertainties persist.
Cliques and factions form and there may be power
struggles.
The team needs to be focused on its goals to avoid
becoming distracted by relationships and emotional
issues.
Compromises may be required to enable progress.
Leader coaches (similar to Situational Leadership®
'Selling' mode).
22. Agreement and consensus is largely forms among
team, who respond well to facilitation by leader.
Roles and responsibilities are clear and accepted.
Big decisions are made by group agreement.
Smaller decisions may be delegated to
individuals or small teams within group.
Commitment and unity is strong.
The team may engage in fun and social activities.
The team discusses and develops its processes
and working style.
There is general respect for the leader and some
of leadership is more shared by the team.
Leader facilitates and enables (similar to the
Situational Leadership® 'Participating' mode).
23. The team is more strategically aware; the team knows clearly
why it is doing what it is doing.
The team has a shared vision and is able to stand on its own feet
with no interference or participation from the leader.
There is a focus on over-achieving goals, and the team makes
most of the decisions against criteria agreed with the leader.
The team has a high degree of autonomy.
Disagreements occur but now they are resolved within the team
positively and necessary changes to processes and structure are
made by the team.
The team is able to work towards achieving the goal, and also to
attend to relationship, style and process issues along the way.
team members look after each other.
The team requires delegated tasks and projects from the leader.
The team does not need to be instructed or assisted.
Team members might ask for assistance from the leader with
personal and interpersonal development.
Leader delegates and oversees (similar to the Situational
Leadership® 'Delegating' mode).
24. Bruce Tuckman refined his theory around 1975 and added a fifth stage to
the model - he called it Adjourning, which is also referred to as Deforming
and Mourning.
Adjourning is arguably more of an adjunct to the original four stage model
rather than an extension - it views the group from a perspective beyond the
purpose of the first four stages.
The Adjourning phase is certainly very relevant to the people in the group
and their well-being, but not to the main task of managing and developing
a team, which is clearly central to the original four stages.
Tuckman's fifth stage, Adjourning, is the break-up of the group, hopefully
when the task is completed successfully, its purpose fulfilled; everyone can
move on to new things, feeling good about what's been achieved.
From an organizational perspective, recognition of and sensitivity to
people's vulnerabilities in Tuckman's fifth stage is helpful, particularly if
members of the group have been closely bonded and feel a sense of
insecurity or threat from this change.
Feelings of insecurity would be natural for people with high 'steadiness'
attributes (as regards the 'four temperaments' or DISC model) and with
strong routine and empathy style (as regards the Benziger thinking styles
model, right and left basal brain dominance).
25.
26. Can be used to identify factors for building
and developing small groups
Provides a level of guidance for team
development
Limitations:
Was designed for small groups
In reality, group processes might not be linear, but
cyclical
There might be overlap between stages
Model doesn’t take into account individual roles
No guidance on timeframe from one stage to next
27. The Tannenbaum and Schmidt Continuum also
correlates in a way to the models above -
essentially that management style tends to offer
more freedom as the group matures.
The diagonal line loosely equates to the dotted
line on the other two models. As the team
matures and becomes more self-sufficient and
self-directing, so the manager's style should react
accordingly, ideally becoming more detached,
more delegating, encouraging and enabling the
group to run itself, and for a successor (or if you
are a good manager or a lucky one, for more than
one successor) to emerge.
28.
29.
30. Hersey and Blanchard characterized leadership style in terms of
the amount of Task Behavior and Relationship Behavior that the
leader provides to their followers. They categorized all
leadership styles into four behavior types, which they named S1
to S4:
S1: Telling - is characterized by one-way communication in which the
leader defines the roles of the individual or group and provides the what,
how, when, and where to do the task
S2: Selling - while the leader is still providing the direction, he or she is
now using two-way communication and providing the socioemotional
support that will allow the individual or group being influenced to buy
into the process.
S3: Participating - this is now shared decision making about aspects of
how the task is accomplished and the leader is providing less task
behaviors while maintaining high relationship behavior.
S4: Delegating - the leaders is still involved in decisions; however, the
process and responsibility has been passed to the individual or group. The
leader stays involved to monitor progress.
Of these, no one style is considered optimal for all leaders to use
all the time. Effective leaders need to be flexible, and must adapt
themselves according to the situation.
31. The right leadership style will depend on the person or
group being led - the follower. The Hersey-Blanchard
Situational Leadership Theory identified four levels of
Maturity M1 through M4:
M1 - They generally lack the specific skills required for the job in
hand and are unable and unwilling to do or to take responsibility
for this job or task.
M2 - They are still unable to take on responsibility for the task
being done; however, they are willing to work at the task.
M3 - They are experienced and able to do the task but lack the
confidence to take on responsibility.
M4 - They are experienced at the task, and comfortable with their
own ability to do it well. They able and willing to not only do the
task, but to take responsibility for the task.
Maturity Levels are also task specific. A person might be
generally skilled, confident and motivated in their job, but
would still have a Maturity level M2 when asked to
perform a task requiring skills they don't possess.
32. Coercive Power
Reward Power
Legitimate Power
Referent Power
Expert Power
33. This type of power is based upon the idea of coercion. This
involves forcing someone to do something that they do not want
to do. The ultimate goal of coercion is compliance. According to
Changingminds.org "demonstrations of harm are often used to
illustrate what will happen if compliance is not gained".
French & Raven (1959) state that "other forms of power can also
be used in coercive ways, such as when reward or expertise is
withheld or referent power is used to threaten social exclusion".
The power of coercion has been proven to be related with
punitive behavior that may be outside one's normal role
expectations. (Hinkin & Schriesheim 1989)
However coercion has also been associated positively with
generally punitive behavior and negatively associated to
contingent reward behavior.(Gioia & Sims 1983) This source of
power can often lead to problems and in many circumstances it
involves abuse. Mindtools.com states that "coercive power can
cause unhealthy behavior and dissatisfaction in the workplace".
These type of leaders rely on the use of threats in their
leadership style. Often the threats involve saying someone will
be fired or demoted.
34. The second type of power involves having the ability to
administer to another things he/she desires or to remove or
decrease things he/she does not desire. (French & Raven 1959)
For supervisors in an organizational setting, it is the perceived
ability to present subordinates with outcomes that are valued in
a positive manner. (Hinkin & Schriesheim 1989)
This type of power in based on the idea that we as a society are
more prone to do things and to do them well when we are
getting something out of it. Social exchange theorists as well as
Power-Dependence theorists continue to focus on the idea of
reward power. (Molm 1988)
The most popular forms are offering raises, promotions, and
simply compliments. The problem with this according to
Mindtools.com is that "when you use up available rewards, or
the rewards don't have enough perceived value to others, your
power weakens. (One of the frustrations with using rewards is
that they often need to be bigger each time if they're to have the
same motivational impact. Even then, if rewards are given
frequently, people can become satisfied by the reward, such that
it loses its effectiveness.)"
35. The power which holds the ability to administer to
another certain feelings of obligation or the notion of
responsibility. (Hinkin & Schriesheim 1989)
"Rewarding and Punishing subordinates is generally
seen as a legitimate part of the formal or appointed
leadership role and most managerial positions in
work organizations carry with them, some degree of
expected reward and punishment".( Bass 1990)
Legitimate power is typically based on one's role.
people are traditionally obeying the person holding
this power solely based on their position or title
rather than the person specifically as a leader.
Therefore this type of power can easily dissolve with
the loss of a position or title. This power is therefore
not strong enough to be one's only form of
influencing/persuading others.
36. The power of holding the ability to administer to
another feelings of personal acceptance or personal
approval. (Hinkin & Schriesheim 1989) This type of
power is strong enough that the power-holder is often
looked up to as a role model. (Raven, 1988) This
power is often looked at as admiration, or charm.
The power derives from one person having an overall
likability leading people to strongly identify with
them in one form or another.
A person with this type of power generally makes
people feel good around them therefore one has a lot
of influence. The responsibility involved is heavy
and one can easily lose this power, but when
combined with other forms of power it can be very
useful. Celebrities often have this type of power in
society on the flip side they also often lose it quickly
in some circumstances.
37. The ability to administer to another
information, knowledge or expertise. (French
& Raven 1959) Leaders who possess this type
of power have high intelligence and rely on
their ability to perform various organizational
tasks and functions. This power makes one
able to combine the power of reward in the
correct fashion.
When someone has the expertise in an
organization people are more convinced to
trust them and to respect what they stand for.
When your expertise is valued, so are your
ideas, and leadership.