Project Management 2 Project Organization
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This document discusses project, program, and portfolio management. It defines them as: projects are individual initiatives; programs are collections of related projects managed together; and portfolios are collections of strategically linked projects, programs and other work that aim for a strategic goal. The document also discusses project organization structures, including projectized, functional, matrix, and hybrid models. Finally, it defines stakeholders as any individuals or groups affected by or able to influence a project, and notes the importance of managing stakeholders' needs and requirements.
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Project organization
The document discusses project organization structures. It describes functional, project, matrix, and mixed/hybrid organizational forms. The functional structure assigns projects to relevant departments, while the project structure makes the project fully independent. The matrix structure draws temporary resources from functions. Choosing a structure depends on factors like technology, resources, outsourcing. Key roles include the project manager and engineers. The document also discusses approaches like management by objectives to motivate teams.
Project organization By Mohd Samim Faizy
Project Organization
Project as Part of Functional Organization
Pure Project Organization
Matrix Organization
Staff Organization
Project Team
Key Team Members
Human Factors
organization charts....rules
The document discusses project organization and roles in software engineering. It describes three common organizational structures: functional, project-based, and matrix. Functional organizations group people by department, while project-based and matrix organizations assemble teams for each project. The document outlines key roles like project managers, team members, and functional managers. It provides examples of responsibilities for various roles, such as planning and communication duties for team leaders, and documentation tasks for editors.
05. Project And Organizational Structure
Chapter 05 of ICT Project Management of IOE Engineering syllabus. This is an educational purposed slides. This chapter provides knowledge about system view of project management,functional organization, matrix organization ...and more.Provided by Project Management Sir of KU.
Project organization
The document discusses different types of project organizations including functional, pure project, matrix, and mixed organizations. It provides details on the structure and advantages and disadvantages of each type. Specifically, it describes the functional organization as housing projects within functional departments led by functional managers. It notes advantages like specialization but disadvantages like lack of coordination. It then explains the pure project organization has a self-contained team fully dedicated to the project, but can result in inconsistencies. Finally, it outlines the matrix organization uses a horizontal structure drawing multi-disciplinary employees to projects without removing them from functions, allowing for better coordination and resource utilization but potentially violating the unity of command principle.
Project Organization and Structure
There are three main project management structures: functional organization, dedicated project team, and matrix structure. In a functional organization, the project is managed within the existing functional hierarchy of the parent organization, providing flexibility but potentially slower responses. A dedicated project team operates independently as its own unit, keeping the team focused but being more expensive. A matrix structure combines functional and project management, allowing for resource sharing across projects but potentially causing tensions between managers.
Project organisation structure
The document discusses different types of organization structures for project management: functional, projectized, and matrix. A functional structure groups employees by specialty area and the functional manager has most authority, while a projectized structure gives full authority to the project manager. A matrix structure combines these by having employees report to both a functional and project manager. The document outlines advantages and disadvantages of each type and notes that the best structure depends on organizational goals and environment.
Project management structures
The document discusses different project management structures for organizing projects, including functional, projectized, and matrix structures. It provides details on how each structure works, its advantages and disadvantages, and considerations for choosing the appropriate structure based on factors like project characteristics, organizational needs, and the level of authority and resources allocated to the project manager. The key structures covered are the functional structure where different project segments are delegated to functional units, projectized structure with dedicated project teams, and matrix structure with dual reporting relationships to functional and project managers.
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Project organization
The document discusses project organization structures. It describes functional, project, matrix, and mixed/hybrid organizational forms. The functional structure assigns projects to relevant departments, while the project structure makes the project fully independent. The matrix structure draws temporary resources from functions. Choosing a structure depends on factors like technology, resources, outsourcing. Key roles include the project manager and engineers. The document also discusses approaches like management by objectives to motivate teams.
Project organization By Mohd Samim Faizy
Project Organization
Project as Part of Functional Organization
Pure Project Organization
Matrix Organization
Staff Organization
Project Team
Key Team Members
Human Factors
organization charts....rules
The document discusses project organization and roles in software engineering. It describes three common organizational structures: functional, project-based, and matrix. Functional organizations group people by department, while project-based and matrix organizations assemble teams for each project. The document outlines key roles like project managers, team members, and functional managers. It provides examples of responsibilities for various roles, such as planning and communication duties for team leaders, and documentation tasks for editors.
05. Project And Organizational Structure
Chapter 05 of ICT Project Management of IOE Engineering syllabus. This is an educational purposed slides. This chapter provides knowledge about system view of project management,functional organization, matrix organization ...and more.Provided by Project Management Sir of KU.
Project organization
The document discusses different types of project organizations including functional, pure project, matrix, and mixed organizations. It provides details on the structure and advantages and disadvantages of each type. Specifically, it describes the functional organization as housing projects within functional departments led by functional managers. It notes advantages like specialization but disadvantages like lack of coordination. It then explains the pure project organization has a self-contained team fully dedicated to the project, but can result in inconsistencies. Finally, it outlines the matrix organization uses a horizontal structure drawing multi-disciplinary employees to projects without removing them from functions, allowing for better coordination and resource utilization but potentially violating the unity of command principle.
Project Organization and Structure
There are three main project management structures: functional organization, dedicated project team, and matrix structure. In a functional organization, the project is managed within the existing functional hierarchy of the parent organization, providing flexibility but potentially slower responses. A dedicated project team operates independently as its own unit, keeping the team focused but being more expensive. A matrix structure combines functional and project management, allowing for resource sharing across projects but potentially causing tensions between managers.
Project organisation structure
The document discusses different types of organization structures for project management: functional, projectized, and matrix. A functional structure groups employees by specialty area and the functional manager has most authority, while a projectized structure gives full authority to the project manager. A matrix structure combines these by having employees report to both a functional and project manager. The document outlines advantages and disadvantages of each type and notes that the best structure depends on organizational goals and environment.
Project management structures
The document discusses different project management structures for organizing projects, including functional, projectized, and matrix structures. It provides details on how each structure works, its advantages and disadvantages, and considerations for choosing the appropriate structure based on factors like project characteristics, organizational needs, and the level of authority and resources allocated to the project manager. The key structures covered are the functional structure where different project segments are delegated to functional units, projectized structure with dedicated project teams, and matrix structure with dual reporting relationships to functional and project managers.
Project Management Organizational Structures
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).
Pm Session 9
1. When a project is approved, project management structures must be considered to optimize project delivery while fitting with the parent organization's structure and culture.
2. There are several common project management structures including functional, dedicated team, matrix, and network structures. Each have advantages and disadvantages depending on the project's needs and the organization's culture.
3. Organizational culture, defined as shared norms and values, is another important factor to consider when implementing a project. The culture can help or hinder a project depending on how well the project structure navigates the parent culture.
Project Management Organizational Structures
The document discusses three common project management organizational structures: functional, matrix, and pure project. The functional structure is best for stable, repetitive work like in hospitals, but can lack communication. The matrix structure combines functional and project advantages, giving project managers control but also challenges from multiple management influences. The pure project structure gives full control to project managers but has increased costs from redundancy. Overall, each structure has strengths and weaknesses, and the best approach depends on an organization's goals, projects, and environment.
4. the project in the organizational structure
This document discusses organizational structures for managing projects. It describes how firms typically develop organizational structures as they grow, with a focus on specialization. Functional, projectized, and matrix organizational structures are described and their pros and cons for managing projects are discussed. The document also discusses challenges for project managers, including acquiring resources and dealing with uncertainty. It introduces the concept of a Project Management Office to help manage administrative and process issues for projects. Key factors in managing project teams such as political skills, motivation, and conflict resolution are also covered.
Software project management
There are three main types of project management organization: functional, project, and matrix. A functional organization divides work into specialized departments, while a project organization separates projects from the parent organization. A matrix organization combines functional and project structures by assigning team members from different functions to projects on a part-time basis. Choosing the right structure depends on factors like project complexity, technology requirements, and coordination needs. Effective project management requires leadership, communication, planning, and overcoming barriers like conflicts and poor weather.
Group n
This document discusses matrix organizational structures. A matrix structure combines two or more traditional organizational structures, allowing employees to have dual reporting relationships to both a functional manager and a project manager. The document defines matrix organizations and describes three common types: weak, balanced, and strong matrix structures. It also outlines advantages like skills development and resource optimization, as well as disadvantages such as lack of unity of command. Ways to overcome disadvantages include clearly defining roles and maintaining strong communication.
Project and organizational structure
This document discusses project organizational structures. It describes three primary structures: functional, projectized, and matrix. The functional structure organizes teams by specialty and expertise, while the projectized structure gives project managers full authority over resources. The matrix structure combines aspects of both by sharing resources between functional units and project teams. The document outlines advantages and disadvantages of each approach and how organizational structure can impact project success.
3 Critical Steps to Project Management Office (PMO) Development
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
Pm Student Ho
This document discusses various aspects of project management including defining a project, characteristics of projects, project life cycles, and estimating project time and costs. It defines a project as a complex, non-routine effort with established objectives, a defined life span, and cross-organizational participation. Successful project management requires understanding an organization's strategy and culture. Estimating project time and costs involves both top-down and bottom-up approaches.
Project management ppt
The document discusses key concepts in project management including defining a project, the typical project life cycle phases from conception to follow up, and important project stakeholders. It notes that a project is a temporary endeavor with a defined start and end, undertaken to create a unique product or service. The typical project life cycle involves conception, definition, design, development, implementation, and follow up phases. Important stakeholders include the project team, management, customers, and contractors. The document also discusses how organizational structure, culture and values can influence how projects are performed within a company.
Chapter 1
The document discusses project management and introduces key concepts. It defines a project as a temporary endeavor with a unique purpose that requires resources. Project management is applying knowledge, skills, tools, and techniques to project activities to meet requirements. The triple constraint of scope, time and cost often compete on projects. Formal project management improves control, relations, development times, costs, quality and productivity. Tools like the work breakdown structure (WBS) and Gantt charts help manage projects. Stakeholders include sponsors, teams, customers and more. Project management draws from general management and application areas.
Software Project Organisation
The document discusses concepts in software project management including people, problems, and processes. Regarding people, it emphasizes that teams must be organized effectively and have good communication. For problems, requirements must be clearly communicated and decomposed. Regarding processes, an appropriate model must be selected and adapted to the people and problem. The document also discusses challenges like thin domain knowledge, fluctuating requirements, and communication breakdowns that project managers may face.
Project Management: A Critical Examination of the PPARS Project
This document explores the different aspects of Project Management and critically examines
the management of the recent PPARS project. This was a project which involved the development of a personnel and recruitment system for the HSE in Ireland.
It will also highlight the traps and obstacles
associated with the management of this project.
Pinto pm2 ism_ch04
This document provides an instructor's resource manual for a chapter on leadership and the project manager. It includes an introduction, sections on the duties and traits of effective project leaders, the role of project champions, new project leadership, and professionalism. It also contains case studies, discussion questions, and templates to aid instruction. The chapter stresses that project management requires strong leadership to coordinate team members, communicate goals, and motivate people towards successful completion of projects.
Iss 02
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
10 tips manuscript portfolio management
The document discusses project portfolio management (PPM). It defines PPM as how an organization influences the direction of its project portfolio to achieve specific outcomes. Effective PPM provides benefits like better competitive positioning and lower project costs. The document then outlines 10 practical recommendations for effective PPM, including having single project managers contribute to the portfolio, using formal processes, applying strategic management theories, establishing project portfolio management offices, managing risks and uncertainties, employing negotiation and structural changes, balancing manager roles, exerting portfolio control, and using portfolio mapping and strategic methods.
How to be more effective in a functional or a matrix organization
Describes the characteristics of functional and matrix organizations, and gives a number of concrete things to do to be more effective in a particular type of organization.
Chap003
The document discusses different project management structures for organizing projects within organizations. It describes the functional structure, where different project segments are delegated to respective functional units, and the dedicated team structure, where teams operate separately under a project manager. It also discusses the matrix structure, a hybrid that overlays the functional structure, with project participants reporting to both functional and project managers. The best structure balances project and organizational needs based on factors like project size, importance, and resources available. Organizational culture also influences appropriate project management structures.
Setting up a pmo ilta webinar web download version
This document discusses project management offices (PMOs) and provides guidance on setting one up. It defines a PMO as a group dedicated to centralizing and coordinating project management. The presentation outlines the benefits of a PMO, such as standardized processes and improved risk analysis, but also risks like lack of management support. It provides tips for establishing a successful PMO, including getting buy-in, selecting a leader, and developing best practices. The goal is to help organizations determine if a PMO makes sense for them and how to implement one effectively.
Project Management Tools & Techniques Assignment 3
This document discusses various tools and techniques for measuring progress and performance across a project lifecycle. It outlines project audit and evaluation, milestone analysis, monitoring project performance, measuring success, key performance indicators (KPIs), and earned value management. These methods help track a project's status, identify issues, and determine if objectives are being achieved in order to improve project management. Regular measurement allows for corrective actions and ensures projects are delivering value as intended.
084 Organization of project participants
The document discusses the organization of project participants as a company grows. As a company takes on more projects and hires more staff, it becomes necessary to divide responsibilities between employees. The control of employees also becomes more complex. Effective organization involves considering factors like decision-making time, message delivery speed, and job responsibilities when determining management spans of control. As companies expand, they often form specialist operations and subdivide functions to distribute responsibilities efficiently. The simplest organizational structure is a direct line of authority from managers to workers, but this can weaken management if the chain is too long.
Project Organization and Leadership
This document discusses leadership and project visions. It describes leadership as involving integrity, visioning, competence, humility and a willingness to empower others. Effective leadership adjusts to situations and involves self-development as well as developing others. The document outlines five practices of exemplary leadership: challenge, inspire, enable, model and encourage. It also discusses the importance of establishing a clear project vision and defines a vision as a future-oriented description of a goal. Project visions are narrower than corporate visions and can sometimes be difficult to write.
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Project Management Organizational Structures
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).
Pm Session 9
1. When a project is approved, project management structures must be considered to optimize project delivery while fitting with the parent organization's structure and culture.
2. There are several common project management structures including functional, dedicated team, matrix, and network structures. Each have advantages and disadvantages depending on the project's needs and the organization's culture.
3. Organizational culture, defined as shared norms and values, is another important factor to consider when implementing a project. The culture can help or hinder a project depending on how well the project structure navigates the parent culture.
Project Management Organizational Structures
The document discusses three common project management organizational structures: functional, matrix, and pure project. The functional structure is best for stable, repetitive work like in hospitals, but can lack communication. The matrix structure combines functional and project advantages, giving project managers control but also challenges from multiple management influences. The pure project structure gives full control to project managers but has increased costs from redundancy. Overall, each structure has strengths and weaknesses, and the best approach depends on an organization's goals, projects, and environment.
4. the project in the organizational structure
This document discusses organizational structures for managing projects. It describes how firms typically develop organizational structures as they grow, with a focus on specialization. Functional, projectized, and matrix organizational structures are described and their pros and cons for managing projects are discussed. The document also discusses challenges for project managers, including acquiring resources and dealing with uncertainty. It introduces the concept of a Project Management Office to help manage administrative and process issues for projects. Key factors in managing project teams such as political skills, motivation, and conflict resolution are also covered.
Software project management
There are three main types of project management organization: functional, project, and matrix. A functional organization divides work into specialized departments, while a project organization separates projects from the parent organization. A matrix organization combines functional and project structures by assigning team members from different functions to projects on a part-time basis. Choosing the right structure depends on factors like project complexity, technology requirements, and coordination needs. Effective project management requires leadership, communication, planning, and overcoming barriers like conflicts and poor weather.
Group n
This document discusses matrix organizational structures. A matrix structure combines two or more traditional organizational structures, allowing employees to have dual reporting relationships to both a functional manager and a project manager. The document defines matrix organizations and describes three common types: weak, balanced, and strong matrix structures. It also outlines advantages like skills development and resource optimization, as well as disadvantages such as lack of unity of command. Ways to overcome disadvantages include clearly defining roles and maintaining strong communication.
Project and organizational structure
This document discusses project organizational structures. It describes three primary structures: functional, projectized, and matrix. The functional structure organizes teams by specialty and expertise, while the projectized structure gives project managers full authority over resources. The matrix structure combines aspects of both by sharing resources between functional units and project teams. The document outlines advantages and disadvantages of each approach and how organizational structure can impact project success.
3 Critical Steps to Project Management Office (PMO) Development
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
Pm Student Ho
This document discusses various aspects of project management including defining a project, characteristics of projects, project life cycles, and estimating project time and costs. It defines a project as a complex, non-routine effort with established objectives, a defined life span, and cross-organizational participation. Successful project management requires understanding an organization's strategy and culture. Estimating project time and costs involves both top-down and bottom-up approaches.
Project management ppt
The document discusses key concepts in project management including defining a project, the typical project life cycle phases from conception to follow up, and important project stakeholders. It notes that a project is a temporary endeavor with a defined start and end, undertaken to create a unique product or service. The typical project life cycle involves conception, definition, design, development, implementation, and follow up phases. Important stakeholders include the project team, management, customers, and contractors. The document also discusses how organizational structure, culture and values can influence how projects are performed within a company.
Chapter 1
The document discusses project management and introduces key concepts. It defines a project as a temporary endeavor with a unique purpose that requires resources. Project management is applying knowledge, skills, tools, and techniques to project activities to meet requirements. The triple constraint of scope, time and cost often compete on projects. Formal project management improves control, relations, development times, costs, quality and productivity. Tools like the work breakdown structure (WBS) and Gantt charts help manage projects. Stakeholders include sponsors, teams, customers and more. Project management draws from general management and application areas.
Software Project Organisation
The document discusses concepts in software project management including people, problems, and processes. Regarding people, it emphasizes that teams must be organized effectively and have good communication. For problems, requirements must be clearly communicated and decomposed. Regarding processes, an appropriate model must be selected and adapted to the people and problem. The document also discusses challenges like thin domain knowledge, fluctuating requirements, and communication breakdowns that project managers may face.
Project Management: A Critical Examination of the PPARS Project
This document explores the different aspects of Project Management and critically examines
the management of the recent PPARS project. This was a project which involved the development of a personnel and recruitment system for the HSE in Ireland.
It will also highlight the traps and obstacles
associated with the management of this project.
Pinto pm2 ism_ch04
This document provides an instructor's resource manual for a chapter on leadership and the project manager. It includes an introduction, sections on the duties and traits of effective project leaders, the role of project champions, new project leadership, and professionalism. It also contains case studies, discussion questions, and templates to aid instruction. The chapter stresses that project management requires strong leadership to coordinate team members, communicate goals, and motivate people towards successful completion of projects.
Iss 02
This document discusses management problems faced by project managers in manufacturing industries. It identifies several key challenges: lack of clarity in project scope, lack of project management skills, unclear roles and responsibilities for project managers, communication deficits, shifting organizational priorities, and poorly managed project changes. The document provides examples and recommends establishing clear scope statements, applying change management processes, providing project management training, and defining project manager roles and authority to help address these issues.
10 tips manuscript portfolio management
The document discusses project portfolio management (PPM). It defines PPM as how an organization influences the direction of its project portfolio to achieve specific outcomes. Effective PPM provides benefits like better competitive positioning and lower project costs. The document then outlines 10 practical recommendations for effective PPM, including having single project managers contribute to the portfolio, using formal processes, applying strategic management theories, establishing project portfolio management offices, managing risks and uncertainties, employing negotiation and structural changes, balancing manager roles, exerting portfolio control, and using portfolio mapping and strategic methods.
How to be more effective in a functional or a matrix organization
Describes the characteristics of functional and matrix organizations, and gives a number of concrete things to do to be more effective in a particular type of organization.
Chap003
The document discusses different project management structures for organizing projects within organizations. It describes the functional structure, where different project segments are delegated to respective functional units, and the dedicated team structure, where teams operate separately under a project manager. It also discusses the matrix structure, a hybrid that overlays the functional structure, with project participants reporting to both functional and project managers. The best structure balances project and organizational needs based on factors like project size, importance, and resources available. Organizational culture also influences appropriate project management structures.
Setting up a pmo ilta webinar web download version
This document discusses project management offices (PMOs) and provides guidance on setting one up. It defines a PMO as a group dedicated to centralizing and coordinating project management. The presentation outlines the benefits of a PMO, such as standardized processes and improved risk analysis, but also risks like lack of management support. It provides tips for establishing a successful PMO, including getting buy-in, selecting a leader, and developing best practices. The goal is to help organizations determine if a PMO makes sense for them and how to implement one effectively.
Project Management Tools & Techniques Assignment 3
This document discusses various tools and techniques for measuring progress and performance across a project lifecycle. It outlines project audit and evaluation, milestone analysis, monitoring project performance, measuring success, key performance indicators (KPIs), and earned value management. These methods help track a project's status, identify issues, and determine if objectives are being achieved in order to improve project management. Regular measurement allows for corrective actions and ensures projects are delivering value as intended.
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3 Critical Steps to Project Management Office (PMO) Development
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Project Management: A Critical Examination of the PPARS Project
Project Management: A Critical Examination of the PPARS Project
How to be more effective in a functional or a matrix organization
How to be more effective in a functional or a matrix organization
Setting up a pmo ilta webinar web download version
Setting up a pmo ilta webinar web download version
Project Management Tools & Techniques Assignment 3
Project Management Tools & Techniques Assignment 3
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084 Organization of project participants
The document discusses the organization of project participants as a company grows. As a company takes on more projects and hires more staff, it becomes necessary to divide responsibilities between employees. The control of employees also becomes more complex. Effective organization involves considering factors like decision-making time, message delivery speed, and job responsibilities when determining management spans of control. As companies expand, they often form specialist operations and subdivide functions to distribute responsibilities efficiently. The simplest organizational structure is a direct line of authority from managers to workers, but this can weaken management if the chain is too long.
Project Organization and Leadership
This document discusses leadership and project visions. It describes leadership as involving integrity, visioning, competence, humility and a willingness to empower others. Effective leadership adjusts to situations and involves self-development as well as developing others. The document outlines five practices of exemplary leadership: challenge, inspire, enable, model and encourage. It also discusses the importance of establishing a clear project vision and defines a vision as a future-oriented description of a goal. Project visions are narrower than corporate visions and can sometimes be difficult to write.
Project organization
This document provides instructions for completing a project. It recommends choosing a project option, estimating the time commitment, determining necessary research, and breaking the project into manageable sections. It lists five potential project choices: writing a news story, profile, op-ed, sports story, or reflection. It also provides details for creating an online multimedia package or research paper. The document stresses developing a timeline, prioritizing tasks, practicing self-discipline, creating to-do lists, and setting a daily schedule to stay organized while completing the project.
Project Organization
The website www.relaxedprojectmanager.com provides resources for project managers. It offers tips and best practices for organizing projects in an efficient yet relaxed manner. Project managers can find tools and templates on the site to help plan projects without undue stress or rigidity.
Project management and control
This document discusses various aspects of project management and control tools. It covers topics like project organization, the human aspect of project management, planning and control. Specific tools discussed include Gantt charts and Line of Balance (LOB) charts. Gantt charts illustrate a project schedule visually using bars to represent tasks and their duration. LOB charts are an extension of Gantt charts used for scheduling repetitive projects through a series of inclined lines showing the rate of work. The document provides details on how to construct, analyze, and use these charts to manage projects.
The Learning Project Organization
We live in a dynamic, ever-changing world where we can expect lots of changes. Project objectives, requirements and collaboration rules are subject to change, performance levels may fluctuate and even the vision may vary. Knowing this is one thing. Doing something about it is another thing. In order to cope with changes and lead our projects to success we have to be flexible and adjust our plans accordingly. However, a flexible project plan alone is not sufficient to master project dynamics. One of the prerequisites for project success is to actively create a culture of learning. It is an environment where team members are not punished when they make mistakes; making mistakes is normal. What we want to do is build project teams that are capable of learning from mistakes and mastering change. This cannot happen overnight. The key is that from the very first day we establish learning routines in our projects. Learning has to be part of our daily project routines. This holds true for individual projects as much as project organizations including programs and project management offices. This lecture sheds light on project organizations and how they can create a learning culture for all projects it coordinates.
The lecture starts out with explaining the need of a learning culture in project organizations and outlines how we can create this culture. One example is the definition of learning standards which address team synchronizations, project reviews and training. Other examples include facilitating knowledge sharing across projects and setting up innovation days. The lecture explains the critical success factors of learning in a project organization. It identifies common learning obstacles and shows how we can overcome them. The lecture closes with an illustration of the benefits of a project learning culture. Last but not least, it shows how a learning organization can nurture the ground for project success.
About the author, Thomas Juli:
Thomas Juli is an experienced, enthusiastic and results-driven manager. He provides leading-edge program, interim and operational management offering more than 13 years of progressive leadership and management experience in various functions including project and program management, management consulting, business analysis, professional training and academic teaching. He is a PMI-certified Project Management Professional (PMP)® and Certified Scrum Master (CSM®) by the Scrum Alliance.
He is managing director of Thomas Juli Empowerment Partners, a professional service organization for innovative empowerment, consulting and interim management. In 2011 he co-founded i-Sparks (www.i-sparks.com), the provider of a new open innovation platform that inspires people and organizations to grow their ideas into projects for success.
Prior to starting his own consulting business he worked for SAP and two leading management and IT consultancies, Sapient and Cambridge Technology Partners. He consulted for various
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The PMO & project stakeholder management
Stakeholder engagement is one of the most important factors in the successful delivery of projects. What role should and shouldn't the PMO take in promoting good stakeholder engagement practices.
PMO (Project Management Office)
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IT PMO (SAP) Success Story
The IT PMO has accomplished the following:
1) It established a standardized project methodology based on ASAP and a Process Coordination Team of IT and business managers to oversee projects.
2) It effectively manages the company's project portfolio through strong processes for project selection, prioritization, and governance.
3) Having a PMO with a focus on business and IT integration, as well as flexible use of a project methodology, has led to the IT PMO's success in delivering projects on time and on budget.
Develop a Project Portfolio Management Strategy
Your Challenge:
As Portfolio Manager, you’re responsible for communicating portfolio results and future capacity to your steering committee.
Business and IT leaders need more accurate information on project status and resource availability to decide when to start and stop projects.
You need to better understand the needs of the PMO and assess the costs and benefits associated with different tools and approaches to PPM.
Our Advice - Critical Insight:
PPM is a practice, not a tool. Before succeeding with a commercial tool, you need to establish discipline and trust around reporting processes, which can be done using spreadsheets and other simple tools.
Portfolio management is separate from project management. Think of it as the accounting department for time. Project managers report into the portfolio and are held accountable to it, but it isn’t simply an extension of project management.
Our Advice - Impact and Result:
Decrease the wasted portfolio budget by reducing the number of cancelled projects and other sources of efficiency.
Establish the portfolio as the “one source of truth” for project reporting by increasing rigor around project status updating and reporting.
Align project intake with resource capacity to improve throughput, quality of estimates, and stakeholder satisfaction.
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Organization Chart & Project Responsibilities
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We have stuff to showcase our work. We are not buzz word experts.
Ainoa's hobby
My hobby is ballet. I practice ballet with my friends and teacher in a studio, which I find entertaining as the steps are fun and dancing makes me feel good. While ballet is a beautiful classical dance form, it is not very cheap as I have to purchase leotards, stockings, and special slippers to practice. I enjoy ballet because I find it very entertaining and it is fun for me.
Memoria Anesvad 2011
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Scotland: Qualitative data
Faculty frame academic honesty and plagiarism as:
1) Respecting intellectual property and giving credit where credit is due by citing sources.
2) Maintaining integrity and credibility in one's work.
3) Avoiding theft of ideas or words which is considered deception and dishonest.
4) Demonstrating individual effort and work ethic rather than taking the easy way out through plagiarism.
2009 Right to Play Jordan Training Part 2
This document discusses frameworks that promote gender inclusion and equity in sports. It lists factors such as equitable funding, Title IX policies, safe spaces, public spaces, programming for girls, and role models of both genders as elements that can create more inclusive sports environments. It also includes quotes about the struggles women have faced in sports and the importance of taking action to support one another.
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Lecture 06: Advanced Project Management Project Organization and Integration
Lecture 06: Advanced Project Management Project Organization and Integration
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0. project management framework (fundamentals)
“A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates a definite beginning and end.”
UNIT II STUDY GUIDE Project Governance and TeamEach of thes.docx
There are three main types of organizational structures for projects: functional, projectized, and matrixed. Each has advantages and disadvantages. In a functional structure, employees are experts in their fields but jobs are difficult to change. A projectized structure has dedicated project focus but jobs may be lost when projects end. A matrixed structure provides increased support and flexibility but employees have multiple managers. Effective project management requires alignment between project and organizational objectives. Projects face challenges due to temporary nature and need for cross-functional collaboration. The roles of key stakeholders like sponsors and managers must be clearly defined in the project governance. Programs coordinate multiple related projects, while portfolios manage collections of projects or programs to achieve strategic goals.
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Project-based works, cause of their temporary nature involve some particular problems and challenges that are not normally experienced by operational and functional activities. Project manager, as the highest authority of a project, is exposed to these challenges more than anyone else. This study takes into consideration “authority”, “cross-functional team”, and “workforce motivation challenge” as the three main challenges that are faced by a project manager in interaction with project human resources. Also some solutions are recommended to avoid undesirable effects of mentioned challenges
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The document discusses integrated project management and systems engineering. It describes the concepts of an Integrated Master Plan (IMP) and Integrated Master Schedule (IMS), which separate work tasks from accomplishments and criteria for delivering accomplishments to customers. This defines what "done" means upfront, rather than letting it emerge from tasks. Benefits include creating a critical path to focus attention and tying performance to measurable deliverables. The next steps are to provide an overview of vertical and horizontal traceability between components and how IMP/IMS can be deployed in Microsoft Project.
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The document provides an overview of key project management concepts including:
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Running head OVERCOMING CHALLENGES OF IMPLEMENTING PMO2OVERC.docx
The document discusses the challenges of implementing a Project Management Office (PMO) and proposes solutions. It outlines several key challenges to PMO implementation including lack of experienced personnel, poor leadership, and rigid corporate culture. It then proposes several approaches to overcoming these challenges, such as hiring experienced project managers, implementing a flexible change management strategy, standardizing processes before PMO implementation, and having strong PMO champions. The document argues that properly addressing challenges is critical for organizations to realize the benefits of a PMO such as improved project performance and outcomes.
Running head OVERCOMING CHALLENGES OF IMPLEMENTING PMO2OVERC.docx
Running head: OVERCOMING CHALLENGES OF IMPLEMENTING PMO2
OVERCOMING CHALLENGES OF IMPLEMENTING PMO2
OVERCOMING PMO PROPBLEMS FACED IN PROJECT MANAGEMENT
Srinivasa Yadlapalli
Harrisburg University
GRAD 695 PGMT
Overcoming Challenges of Implementing PMOAbstract
Project Management Office (PMO)is a common phenomenon in many organizations. Many of these firms are confronted with the challenge to manage multiple competing projects successfully which is possible through the incorporation of PMO. In this regard, firms are ratcheting up their governance structure and corporate culture by implementing PMO. However, many existing anecdotal pieces of evidence indicates that PMO enforcement is quite an uphill task. This research highlights the main challenges involved in implementing PMO and the possible ways that can be applied by organizations to overcome the difficulties. The research addresses issues such as: Why do organizations implement PMO? What are the challenges of implementing PMO? What measures are put in place to deal with the challenges involved? The project, basically, analyzes the existing literature on PMO and how to overcome challenges associated with it. It also helps in ranking the challenges in order of importance. Thirdly, the literature is critical in discovering how various top-level organizations have overcome the major challenges of PMO. Some of the major PMO challenges highlighted in the research include; (1) lack of experienced personnel to manage the PMO software, (2) Poor PMO leadership, (3) inappropriate change management strategy, (4) rigid corporate culture due to the organization’s resistance to change. The research also addresses various mitigation measures that can be undertaken to overcome the challenges associated with PMO. The actions include, among others, hiring experienced project managers and personnel to help in the proper implementation of the PMO. Besides, the organization needs a flexible change management strategy that is in tandem with the implementation processes. Other measures include efficient utilization and allocation of resources, standardizing process before the PMO implementation stage, hiring the most talented project managers to manage the implementation team, having strong PMO champion and opinion leaders who can demonstrate the value of PMO. Lastly, the research acknowledges the difficulty in implementing PMO tools and calls for proper project management and planning culture to mitigate the challenges.Key Words:
project manager, Project Management, Implementing PMO, Project Management Office (PMO)
Table of Contents
Contents
Abstract2
Key Words:3
Introduction5
Problem Statement and Justification7
Problem Statement7
Research questions7
Justification8
Hypothesis10
Literature Review10
Definition and History of PMO10
The Changing Roles of PMO13
Challenges of implementing PMO15
Conclusion17
Proposed
Solution
Approaches to the Challenges17
Conclusion and Summary2.
Introduction of Project management ppt
In this presentation, i am taking sequencial information from various PPT's and from PMBOK also. So it is very effective & knowledgeable for Engineering & MBA Students. Thankyou
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The document provides an overview of a PMP training session for Golis Team on the role of a project manager. It includes an agenda for the day's session covering topics like the PM's scope of influence, basic PM skills, PM qualifications and competencies, and the differences between leadership and management. It also presents a case study about an automotive company that hired project managers to turn around a troubled HR transformation program consisting of 15 projects, helping to complete it on schedule and budget and reducing costs significantly.
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Benchmark your PMO against the most common types including areas of responsibility and focus.
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The document discusses current issues in management, focusing on a case study of Solar Shop, a Turkish company that sells solar power equipment. It outlines key processes in management and applies them to two projects Solar Shop undertook that highlight issues. In the first project, equipment delivery to a remote village failed due to inadequate transportation planning. In the second, one inverter group did not work during commissioning due to an unidentified issue. The document examines how project management processes can be improved at Solar Shop to avoid such problems in the future.
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This document discusses the use of program management standards and methodologies at Siemens. It summarizes two key international program management standards - PMI's Standard for Program Management and OGC's Managing Successful Programmes. It describes how Siemens is using aspects of both standards to implement organizational program management and support initiatives like improving project management maturity. A key focus is on defining programs versus projects, and using program management approaches like tranches, roles like the Business Change Manager, and focusing on benefits realization to improve organizational effectiveness and efficiency.
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This document presents a framework for establishing a successful Project Management Office (PMO). The framework consists of 12 steps, including understanding the organization's definition of success, defining the PMO's mission and objectives, specifying the PMO's functions and type, and defining metrics to measure the PMO's performance. The framework is intended to guide practitioners in establishing a new PMO and ensuring its success by focusing on critical aspects such as alignment with organizational goals and strategy.
A framework to establish a project management office
This document presents a framework for establishing a successful Project Management Office (PMO). The framework consists of 12 steps, including understanding the organization's definition of success, defining the PMO's mission and objectives, specifying the PMO's functions and type, and defining metrics to measure the PMO's performance. The framework is intended to guide practitioners in establishing a new PMO and ensuring its success by focusing on critical aspects such as alignment with organizational goals and strategy.
A Framework To Establish A Project Management Office
This document presents a framework for establishing a successful Project Management Office (PMO). It defines what a PMO is and discusses why organizations establish PMOs. There are five main types of PMOs described: organizational unit PMOs, project support/control offices, enterprise PMOs, centers of excellence, and project-specific PMOs. The framework also outlines the key functions that a PMO may provide, such as developing standards and methodologies, project/program delivery management, portfolio management, and talent management. The goal of the framework is to guide practitioners on how to establish an effective PMO.
Undestand PMBok 5th, Section 1&2
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
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This document discusses 3 critical steps for organizations to take when developing a Project Management Office (PMO):
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2. Build a project management structure and enable connections to integrate the organization. This includes using tools like a project portfolio to identify overlaps and gaps.
3. Be introspective by asking questions about the current state like execution practices, accountability, team formation, and project management maturity. Understanding these areas is important for positioning the organization for a PMO.
The document emphasizes that a PMO alone does not define project management - the organization's culture and practices must support it
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A framework to establish a project management office
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A framework to establish a project management office
A framework to establish a project management office
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Project Management 2 Project Organization
- 1. Project Management Project Organization MOHAMMAD K. KIWAN PMO MANAGER IMAGE TECHNOLOGIES Part of Project Management Awareness Sessions
- 2. Target Audience Executive Directors Line Managers Section Heads Project Team Members Any “want to be a Project Manager” 2 Jun. 21st, 2009
- 3. Projects, Programs & Portfolios We already know projects 3 Jun. 21st, 2009
- 4. Programs 4 Jun. 21st, 2009 A program is a collection of related projects. There is an advantage in managing projects as related ones. Program Management deals with managing programs. A Program manager usually supervises project managers who are managing the projects.
- 5. Portfolios 5 Jun. 21st, 2009 It is not the financial term used in investments. A portfolio is a collection of strategically linked projects, programs and other work (may contain operations) that aims at a strategic goal. Portfolio Management deals with selection of projects and initiating the suitable ones.
- 6. Some Elaboration 6 Jun. 21st, 2009 A summary sentence: Project Management is about doing the projects right. Portfolio Management is about doing the right projects. Portfolio Management is usually linked with strategic planning.
- 7. More Elaboration Jun. 21st, 2009 7
- 8. Project Management Office (PMO) 8 Jun. 21st, 2009 Also some other names that can be found for the same meaning: Program Management Office (PMO) Project Office Program Office PMO is usually responsible for the overall project management activities in the company.
- 9. Organization Structure Here we will talk about different organization hierarchies and structures from the project management perspective. These can be summarized as Projectized, Functional, Matrix & Hybrid. 9 Jun. 21st, 2009
- 10. Projectized Organization 10 Jun. 21st, 2009 The best environment for project managers, however not necessarily the best from the organization point of view. Highest authority of PMs One line of reporting (almost all staff is working within projects and usually with a single project)
- 11. Functional Organization 11 Jun. 21st, 2009 The hardest environment for project managers. Lowest authority of PMs Think of Silos (each department is a self-contained autonomous entity with a line manager) Project management is usually within the scope of one department
- 12. Matrix Organization 12 Jun. 21st, 2009 A balance between projectized and functional organizations. It can be weak-matrix, balanced-matrix or strong-matrix. PM authority is dependent on the level of matrix implementation. Most private companies lie in this model. Project Management skills highly needed here.
- 13. Hybrid Organization 13 Jun. 21st, 2009 Usually exists in large organizations and enterprises. It may contain several models within the same organization: Part is projectized, another part is weak-matrix. Part is functional, another part is balanced-matrix. Also several models may exist as per the business need (e.g. critical project)
- 14. Stakeholders 14 Jun. 21st, 2009 Simple definition: anybody who has stakes (interest) in the project More practical definition: anybody or group who can affect or be affected by the project or its outcome (product) There are internal & external stakeholders.
- 15. Internal Stakeholders 15 Jun. 21st, 2009 Within the performing organization and the project team: Project Manager Project Sponsor Project Team
- 16. External Stakeholders 16 Jun. 21st, 2009 Outside project team: Other project managers The Customer (including its team, sponsor, executives, …) The End Users Any regulatory or environmental bodies The community Suppliers Competitors
- 17. Stakeholders value Managing stakeholders is of utmost importance. Stakeholders’ needs and expectations must be handled (sometimes called unstated requirements) Stakeholders’ requirements must be handled as well. Stakeholders may make or break the project. Jun. 21st, 2009 17
- 18. Bad stakeholder Management Jun. 21st, 2009 18
- 19. Questions? Jun. 21st, 2009 19
- 20. Thank You Jun. 21st, 2009 20