Managing Projects with Organizations

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What is a Project - almost half of what makes up a company/business

produces unique product, service

has definite beginning and ending (temporary)

involves progressive elaboartion

Strategic goals

market demands

customer requests

organizational requirements

technological advances

legal requirements

progressive elaboration - characteristic of a project; incremental prcess that allows changes to be incorporated into a prject without signifcant effects to scope; continuous improvemtns as infomration becomes available

scope creep - change to orig scope of a project without addressing effects it may have on resources or customer expectations

operational work - ongoing and repetitive; purpose to to keep a business going; objectives may change frequently

project work - temporary, unique, and finish when specific objectives are met

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Managing Projects

responsibilities

accomplish project objectives

balance stakeholder expectations

update project plans

balance competing demands

competencies

knowledge competency (what they know)

how to use proj mgmt tools

understanding proj mgmt processes

understaing knowledge areas from PMBOK

performance competency (what they can do)

skill and qualifications

worked on similar projects in the past

you have experience

how you can put what you know into practice

personal competency (who they are)

attitudes, values, and self-concept, motives

PMs should be open to taking calculated risks

manage change

be innovative

ability to get things dont

put plans in motio

ensure people remain motivated

shift focus between details and big pictire

people skills

good negiotiating skills

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Portfolios, Programs, and Sub-projects

Portfolios

projects and other work types in a portfolio may not be directly related

collection of programs projecs and ongoing work grouped together to facilitate centralized management

ensures strategic business goals and plans are met

programs

group of related projects and ongoing work

centrally managed

enable organizations to realize additional consolidated benefits to those from projects

provides greater control over outcomes and resources

projects

temporary body of work that produces unique product

sub-projects

smaller portion of an overall project created by subdividing components

how to identify

decide on best way to manage work for a particular company

Grouping work by:

nature of a product or service

geographic area

functional area

client or customer type

project context affects all aspects of the project. context includes

organization

portfolio

progra

project

sub projects

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Project Stakeholders - person affected by or influences a project

identify stakeholders early

anticipate competing demands

understand roles and responsibilites

balance stakeholder interest

communicate purpose and benefits

ensure stakeholders see proj as win-win

get senior management backing

manage stakeholder expectations

comunicate expected end results

keep stakehodlers informed

resolve issues with stakeholder in timely fashion

stakeholders

customer or users

provide info about requirements

vendors/business partners

supply goods or services according to contract

sponsor

provides resources

develop initial scope

remove roadblocks during proj lifecycle

operational stakehodlers

perform ongoing business functions

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Organizational Stakeholders

Executive level

PMO

promote overall mission

create standardized approach

manages shared resources and douments

coordinate communicate and facilitate mentoring

relates to sponsor

Portfolio review board

relates to PM

portfolio manager

relates t PM

manage and control groups of realated projects and programs that sypport overall org strategic objective

2nd level

sponsor - interested in how the project will contribute to organizational goals

laisons between project team and executive mgmt

program mamager

managem and control groups of relates projects to acheive consolidated benefits

3rd level

functional manager

oversee admin functions

provide service directly to project teams

operational manager

oversee division of company that directly produce and maintian products and services

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Factors that influence a Project

organizational culture

values

norms

beliefs

org views of authority

policies and procedures

enterprise environemtal factors

influences on a project that originate from the conditions around it

outside control of proj team

can be from within enterprise

org structure

policies

tech

external to enterprise

economy

decisions made by company competitors

sociopolitical situation

government/legal

organizational process assets

processes that a project uses when workign with assets

benefit

knowledge base

standard policies

standard procedures

saving time

improving quality

process assets

templates

standard processes

standard procedures

plans

corporate knowledge base

comprises historical knowledge or projects from the past

lessons learned

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Organizational Structure

projectized organization

team members located in same place

pms have high level of ind and auth

majority of resources are involved

pm full time

control budget

admin staff full time

functional org

each employee has one clear superior to report to

employees divided according to specialization

each department works separetly

completes tasks independently

pms auth low - report to functional manager

resources low - need to be approved via funct managers

funct man in charge of budget

pm part time

admin part time

ideal structure is combination between the two

3 matrix structures

weak

very functional org

allows for some degree of proj coord and use of personnel from other resources

pm auth weak

resouces low

funct man controls budget

pms role part time

admin staff pt

balanced

functional org

allows for project managers - still report to pfunct managers

pm aut mod

resources mod

budget mixed

pms role ft

admin pt

strong

most similar to projectized

still funct managers but also pms that report directly to executives

pm auth high

resources high

pm controls budget

pms role ft

admin ft

composite organization - when structures blend

**functional managers also referred to as divisional heads**