Sameer Mitter as IT manager is a famous specialist in many fields like Web Development, Banking, MS Project Server, Enterprise level management, IT, Data Warehouse, Business Intelligence, Web, Digital technology, Enterprise Project Management, Risk Management, Programmers Management, etc.

1. Information
Technology Project
Management
by Sameer Mitter
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2. The Human Side of Project
Management

3. Learning Objectives
• Describe the three major types of formal
organizational structures: functional, pure project and
matrix.
• Discuss the advantages and disadvantages of the
functional, pure project and matrix organizational
structures.
• Describe the informal organization.
• Develop a stakeholder analysis.
• Describe the difference between a work group and a
team.
• Describe and apply the concept of learning cycles
and lessons learned as a basis for knowledge
management.

4. Organization and Project Planning
Organizational Structure

5. Organization and Project Planning
– The Formal Organization
• Advantages
– Increased flexibility
– Breadth and depth
of knowledge and
experience
– Less duplication
• Disadvantages
– Determining
responsibility
– Poor response time
– Poor integration
The Functional Organization

6. The Functional Organization

7. Organization and Project Planning
– The Formal Organization
• Advantages
– Clear authority and
responsibility
– Improved
communication
– High level of
integration
• Disadvantages
– Project isolation
– Duplication of effort
– Projectitis
The Project Organization

8. The Project
Organization

9. Organization and Project Planning
– The Formal Organization
• Forms
– Balanced matrix
– Functional matrix
– Project matrix
• Advantages
– High level of integration
– Improved communication
– Increased project focus
• Disadvantages
– Higher potential for conflict
– Poorer response time
The Matrix Organization

10. The Matrix Organization

11. Which Organizational
Structure Is Best?
While the formal organizational
structure tells us how individuals
or groups within an organization
should relate to one another, it
does not tell us how they actually
relate to one another.

12. The Informal Organization
• Bypasses formal lines of communication &
authority.
• Power is determined by how well one is
connected in the informal network.

13. Organization and Project Planning
– The Informal Organization
• Stakeholders –Individuals,groups or
organizations with a stake/claim in project’s
outcome
• Stakeholder Analysis
– Develop list of stakeholders with an interest in the
project
– Identify their interest in project
– Gauge their influence over project
– Define a role for each stakeholder
– Identify an objective for each stakeholder
– Identify strategies for each stakeholder

14. Stakeholder Analysis Chart

15. The Project Team
• The Roles of the Project Manager
– Managerial role
– Leadership role
• Attributes of a successful project manager
– ability to communicate with people
– ability to deal with people
– ability to create and sustain relationships
– ability to organize

16. The Project Team
• Team Selection and Acquisition
– Skills desired in team members
– technology skills
– business/organization skills
– interpersonal skills
– Size of team
– Source of team members

17. The Project Team
• Team Performance
– Work Groups
– Members interact to share information, best practices,
or ideas
– No shared performance goals (individual
performance)
– No joint work-products
– No mutual accountability
– Viable in many situations

18. The Project Team
• Team Performance
– Real Teams
– Team basics
• Small number of people
• Complementary skills
• Commitment to a common purpose and performance goals
• Commitment to a common approach
• Mutual accountability

19. Teams vs. Groups
• A team is not just a group of people
working together.
• A team is not a team because someone
says they’re a team.
• Teamwork is about values not about team
performance.

20. The Project Team
– Real Teams
– Common sense findings:
• Teams flourish on a demanding performance challenge
• Team basics are often overlooked
• Most organizations prefer individual accountability to
team accountability
– Uncommon sense findings
• Strong performance goals spawn more real teams
• High performance teams are rare
• Real teams provide basis of performance
• Teams naturally integrate performance and learning

21. Radical Teams
• John Redding, 2000
• Based on a study of 20 teams
• A fundamentally new and different form of
team work
• Team work is based on “learning”
• Provides the basis for knowledge
management.

22. Project Teams and Knowledge
Management
• Traditional teams
– Accept background information at face value
– Approach projects in a linear fashion
– Provide run-of-the-mill solutions
• Radical teams
– Get to the root of the matter
– Do not accept information at face value
– Question and challenge the framing of the
original problem

23. Learning Cycles
• Derived from educator/philosopher John
Dewey (1938)
• Used to describe how people learn (Kolb,
1984; Honey & Mumford, 1994)
• Can be applied to project teams (Jeris,
1997; Redding, 2000).

24. A Learning Cycle

25. Learning Cycles and Lessons
Learned
• Phases of learning cycles
– Understand and frame problem
– Create a shared understanding
– What is the problem (or opportunity)?
– What are we trying to do?
– How are we going to do it?
– Starts out being general but becomes more defined as the
project proceeds

26. Learning Cycles and Lessons
Learned
• Phases of learning cycles
– Plan
– Teams plan actions to produce learning by answering
• What don’t we know that we need to know?
• What actions can we take between now & our next meeting to
find out what we need to know?
• How can we verify that what we are assuming is actually true?

27. Team Learning Record

28. Learning Cycles and Lessons
Learned
• Phases of learning cycles
– Act
– Key to learning is action!
– What teams do outside of meetings is just as important as what
they do during meetings
• Test assumptions
• Experiment
• Gather new information
• Try out hunches
– Only by acting do teams have the opportunity to learn

29. Action Plan for Team Learning

30. Learning Cycles and Lessons
Learned
• Phases of learning cycles
– Reflect and Learn
– Focus of team meetings
– Really when team learning occurs
– Teams need to slow down, reflect on what has
happened and capture lessons learned
– Must occur
• In a spirit of openness
• Not in a climate of self-protection or criticism

31. Assessing team learning
Speed
Depth Breadth

32. Assessing Team Learning
• Speed
– Number of learning cycles completed
– The more cycles completed, the more learning that takes
place
• Depth
– Degree to which teams “reframe” their understanding of
the original problem
• Breadth (Impact)
– The impact of the results produced by the team
– Degree to which other projects, functional areas, or the
organization as a whole is influenced

33. Team Learning Cycles over the
Project Life Cycle

34. The Project Environment
• A place to call home
• Technology support
• Office supplies
• Culture

35. Project Team Charter

36. PMBOK: Project Human
Resource Management

37. PMBOK: Organizational
Planning

38. PMBOK: Role and
Responsibility Assignment

39. PMBOK: Supporting Details

40. PMBOK: Staff Acquisition

41. PMBOK: Team Development