2. Project Selection
Preparing a Request for Proposal
Soliciting Proposals
Project Organization
The Project as part of the functional organization
Pure Project Organization
The Matrix Organization
Mixed Organizational Systems
3.
4. Project selection is the evaluation of project ideas to
help decide which project has the highest priority.
It's an important part of project portfolio management
(PPM), which is a process used by project management
organizations (PMOs) and project managers to analyze
the potential return on undertaking a project.
5. Costs
Resources
Benefits or ROI
Time to complete the project
Risks associated with the project
6. Project selection is important because companies want
to make sure projects they invest in are safe and will
yield benefits and good returns.
The process of project selection can analyze new
opportunities and help justify the decisions for making
needed monetary investments.
Companies may have several project opportunities to
invest in, but because they can't invest in all projects,
they are often selective.
7. Here are some steps you can take to select a project:
◦ 1. Make sure the project fits the company's strategy
◦ 2. Understand your company environment
◦ 3. Consider and analyze historical data
◦ 4. Decide who will be the project champion
8. 1. Make sure the project fits the company's strategy
Discuss with all stakeholders whether a project you're
considering fits into the company's overall business strategy.
You can work together to identify where a project may
meet a single organizational goal or multiple goals, and
whether they are short-term or long-term goals.
9. 2. Understand your company environment
It's important to be you're aware of your organizational
environment and understand your company thoroughly.
Consider asking yourself the following questions:
What are the company's key business drivers?
What are the company's strengths and weaknesses?
Does the company have limited resources?
If the company has resource limitations, where is it lacking?
10. 3. Consider and analyze historical data
When you perform your analysis, consider previous
experiences and refer to past information or historical data as
much as possible.
Regardless of the outcome of a prior project, there are
environmental and organizational factors that likely influenced
the outcome.
Find out whether there are changes to those factors, and
discuss them with company executives or project stakeholders.
11. 4. Decide who will be the project champion
It's important to ensure a project has a designed champion or
owner to make sure the project stays on track and proceeds
smoothly and efficiently to completion.
The project champion is often a high-level employee or
executive with an interest in the project and excellent
communication skills to work with everyone involved with the
project.
12.
13. A request for proposal (RFP) is a business document
that announces a project, describes it, and solicits bids
from qualified contractors to complete it.
Most organizations prefer to launch their projects
using RFPs, and many governments always use them.
14.
15.
16. Define your project, scope, and budget.
Provide background and introductory information.
Describe the services you’re looking for.
Detail your selection criteria and timelines.
Proofread your RFP and go live.
17. Before issuing your RFP, take the time to define the
project you’re looking to complete, its scope, and how
much you can afford to spend.
With budget and scope in hand, you can start crafting your
RFP. While it’s tempting to dive right into the details, it’s a
good idea to provide some background and introductory
data about your company. This helps set the stage for
potential partners by giving them a sense of your current
market, business goals, and current challenges.
18. Now it’s time to get specific about the services you’re
looking for to help achieve your goals. For example, if
you’re building a website, you might look for a
company with both front-end and back-end
development experience.
Here, you can highlight what skills, services, and
market expertise are required for consideration. This is
the time to get specific like Clear descriptions of
selection criteria will help reduce the risk of sorting
through multiple RFPs that don’t meet your needs.
19. Proofread your RFP is important because even small
mistakes could derail project timelines.
If something is missing in your budget details, or a
miscommunication could force a restart of the entire
RFP process and waste precious time.
20. A solicited proposal is when the customer asks for a
proposal. They may ask verbally or they may issue a
written Request for Proposals (RFP).
An unsolicited proposal is when you send them a
proposal they haven’t even asked for because you think
they should buy from you or take some action.
21.
22.
23. Project organization refers to the style of coordination,
communication and management a team uses
throughout a project’s life cycle.
Project organization encourages participation by each
team member and embraces diverse talents and skills.
24. Project Organization requires certain steps for
structuring a project:-
◦ Identify Project members
◦ Set goals
◦ Create a timeline
◦ Train project members
◦ Assign responsibilities and roles
25. 1. Identify project members
When starting a project, identify each member that
participates in its development. When you recognize each
member of the project, you acknowledge the individual
talents and perspectives they add. Identifying members
make it easier to assign responsibilities to each individual.
2. Set goals
Goals focus team members on particular tasks that help
contribute to the project. Teams that have goals share a
similar purpose and work toward achieving mutual tasks.
26. 3. Create a timeline
Timelines are a good way to track progress and stay
punctual as a team. They outline project milestones and
provide due dates as to when the team wants to achieve
each goal. Timelines can focus on a week, a month or a
year depending on how specific the team wants to be.
4. Train project members
An effective team is adequately trained and well-educated
in their roles. When working on a project, make sure each
team member is thoroughly trained and feels confident in
their work.
27. 5. Assign responsibilities and roles
When you begin your project, assign obligations and
roles to each team member. With predetermined duties
and functions, members know how to participate in the
project and what work to produce. Roles might develop
over time and some team members might gain
additional responsibilities.
28. There are many kinds of organizational strategies to
implement for project success, including:
◦ Functional
◦ Project Oriented
◦ Organic
◦ Matrix
◦ Multidivision
◦ Virtual
◦ Democratic
29. Functional project organization is structured around
functioning departments with managers who report to
an executive.
It is the most commonly used project organization.
There are no project managers.
Instead, the managers coordinate projects and select
team members from each department to support the
project.
30.
31. The project-oriented approach has dedicated project
divisions within the company.
Each division focuses on a specific project and what is
necessary to complete its tasks.
Project division managers make significant decisions
regarding goals, schedules and responsibilities for their
team members.
32.
33. Organic project organization focuses on a project's
natural progression.
This type of organization is flexible with a more relaxed
workflow approach.
This approach is also known as "laissez-faire,"
meaning the company allows each employee to have a
unique approach to work and the ability to make their
own decisions.
They work side by side to communicate quickly to
resolve unexpected issues.
34.
35. Matrix project organization focuses on both functional
and project-oriented approaches.
This approach means the team considers both the
project and team member roles equally.
Project leaders and those higher up in the structure
make the decisions.
36. There are three subtypes of matrix organizational
structures:
Balanced: Both project managers and functional
managers have equal (or similar) levels of authority.
Strong: Project managers have more authority than
functional managers.
Weak: Functional managers have more authority than
project managers.
37.
38. When a team uses a multidivision project organization,
they do not have functional roles. Instead, several
individual groups share the same goal and skills.
These groups might work on distinct tasks but progress
toward the overall team objective.
39.
40. Virtual project organization involves team members
from across the country or around the world who work
on the same project together.
This team does not focus on functional roles but rather
on overall contribution to project objectives.
The project manager organizes the team and goals to
keep everyone informed and progressing effectively.
41.
42. Democratic project organization is when a company
makes decisions based on the majority's opinion and
feedback.
A team uses the democratic approach to enforce
structures, rules and expectations that most employees
agree on.
As a result, implementing regulations and outlining
goals is easier because of the general consensus among
team members.
43.
44.
45. Under Pure organizational, the project is separated from the rest
of the parent organization a self-contained unit is opened with its
own resources, technical staffs, and own administration.
Pure project organization is proposed when an organization has
less number of projects but with a longer duration.
The unit becomes accountable to the parent company.
In a pure project organization approach, project managers are
typically very high in the hierarchy having straight control over
business functions, employees, and project resources.
For larger projects, this way of organizing is helpful and
competent, but for smaller projects, it is often costly to operate.
46.
47. The project manager has full authority over the project.
Team members report to one boss.
Lines of communication are shortened. Decisions are
made quickly.
Team pride, motivation, and commitment are high.
48. Duplication of resources.
Organizational goals and policies are ignored.
Lack of new technology transfer due to weakened
functional divisions.
Team members have no functional area home.
49.
50. An organization structure, in which the skilled employees
often work in more than one department or on different
assignments across the departments, is known as a mixed
structure.
In this structure, an employee has to report to two
managers at the same time.
For example, an accountant works in a finance department
and manages the company’s accounts.
The same accountant is also responsible for handling the
cash flows of the new project.
In this situation, he needs to report to both the CEO as well
as the project manager.
