organization structure - stake holder -human resources management during projects

Information Technology Project Management

Sections of this presentation were adapted from A Guide to the Project Management Body of Knowledge 4th Edition, Project Management Institute Inc., © 2008 & A Guide to the Project Management Body of Knowledge 5th Edition, Project Management Institute Inc., © 2013 & Information Technology Project ManagementJack T. Marchewka 2006 John Wiley & Sons,

Organization Structure & Stake Holder & Human Resources Management During Projects

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. Understand Motivation Theories Understand Stake Holder Management Describe the difference between a work group and

a team.

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

The Functional Organization

The Formal Organization

Advantages • Clear authority

and responsibility• Improved

communication• High level of

integration

Disadvantages• Project isolation• Duplication of

efforts

The Project Organization

The Project Organization

The Matrix Organization

Organize people in terms of specialties• Matrix of projects and specialist groups• People from different departments allocated

to software development, possibly part-time

Formal Organization

Forms• Balanced matrix• Functional matrix• Project matrixAdvantages• High level of integration• Improved communication• Increased project focusDisadvantages• Higher potential for conflict-

Individuals have multiple bosses• Poorer response time • Difficult to control a project’s

progress

The Matrix Organization

While the formal organizational structure describe how individuals or groups within an organizationshould be related to one another, it does not tell us how they are actually related to one another.

Which Organizational Structure Is Best?

The Informal Organization

No formal lines of communication & authority.

Power is determined by how well one is connected in the informal network.


Stakeholders –Individuals, groups or organizations with a stake/claim in project’s outcomeStakeholder Analysis Basically:To think all the people who are affected by your work, who have influence or power over it, or have an interest in its successful or unsuccessful conclusion.


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

Identify Stakeholders

Project Charter

Enterprise Environmental FactorsOrganizational Process Assets

Procurement Documents

Stakeholder Register

Stakeholder Management Strategy

Stakeholder analysis Expert Judgment Meetings

Tools & Techniques

Plan Stakeholder Management

Manage stakeholder Engagement

Control stakeholder Engagement


InputsOutputs

Project stakeholders are individuals, groups, or organizations who may affect, be affected by, or perceive themselves to be affected by a decision, activity, or outcome of a project


Stakeholder managementplanProject documents updates

Expert judgment Meetings Analytical techniques

Tools & Techniques


Manage stakeholder Engagement



InputsOutputs

Project management planStakeholder registerEnterpriseenvironmental factorsOrganizational process assets

Manage Stakeholder Engagement

Communication methods Interpersonal skills Management skills

Tools & Techniques





Inputs Outputs

Stakeholder management planCommunications managementplanChange logOrganizational process assets

Issue logChange requestsProject management planupdatesProject documents updatesOrganizational

Power/Interest Grid for Stakeholder Prioritization

http://www.mindtools.com

Position Stake Holders

http://www.stakeholdermap.com/

Control Stakeholder Engagement

Information managementsystems Expert judgment Meetings

Tools & Techniques



Control Stakeholder Engagement


InputsOutputs

Project management planIssue logWork performance dataProject documents

Work performanceinformationChange requestsProject management planupdatesProject documents updatesOrganizational

The Project Team

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

Why Human Resources Management is Important?Clearly defined roles and responsibilities are essential

for the successful projectRoles and responsibilities are assigned to one of six groups1. Project Sponsor2. Senior Management3. Project Team4. Stakeholders5. Functional Manager6. Project Manager

Human Resources Management

Common Responsibilities

Project SponsorAccept the productProvide key datesRisk threshold

Senior Management

Provide planning timePrioritize projectsPrioritize triple constraintIssue project charterProtect the project Project Team

Perform work tasksManage stakeholdersDefine qualityReview project performance & correct

Common Responsibilities

Stakeholders Approve project changes Verify Scope Become risk owners

Functional Manager Assigns individuals to team Assist with team member

performance issues Notify PM of other project

resources demands

Project Manager Integrate project components In charge of project (not necessarily resources) Accountable for project failure Measure performance and act Does NOT sign the project charter

How to Manage Human Resources?There are four processes• Develop Human Resources Plan• Acquire Project Team• Develop Project Team• Manage Project Team

Develop Human Resources Plan

Acquire Project Team

Develop Project Team

Manage Project Team

Develop Human Resources PlanEnterprise Environmental Factors

Organizational Process Assets

Project Management Plan

Roles and ResponsibilitiesOrganizational charts and

position descriptionsNetworkingOrganizational theory

Inputs OutputsTools & Techniques

Project Organizational Charts

Staffing Management Plan




Manage Project Team

InputsOutputs




Manage Project Team

InputsOutputs

Acquire Project TeamEnterprise Environmental Factors


Roles and Responsibilities

Project Staff AssignmentsPre-assessment

NegotiationAcquisitionVirtual teams

Inputs OutputsTools & Techniques

Resource Availability

Staffing Management Plan UpdatesProject Org

Charts


Develop Project TeamProject Staff Assignments


Resource Availability

General management skillsTrainingTeambuilding activitiesGround rulesCo-locationRecognition and rewards

Inputs

Outputs

Tools & Techniques

Team performance assessment




Manage Project Team

InputsOutputs

Manage Project Team


Project Staff Assignments

Roles and Responsibilities

Observation and conversation

Project performance appraisals

Conflict management Issue log

OutputsTools & TechniquesRequested Changes

Project Org Charts

Staffing Management PlanTeam Performance AssessmentWork Performance InformationPerformance Reports

Recommended Corrective Actions

Recommended Preventive Actions

Organizational Process Assets Updates

Project Management Plan Updates




Manage Project Team

InputsOutputs

Power and Leadership

Powers of PM (Order of Effectiveness) Expert Reward Referent Formal (legitimate) Penalty (coercive)

Leadership Styles Directing Facilitating Coaching Supporting Autocratic Consultative Consensus

Motivation

Poor motivation often leads to:• Increased absenteeism• Increase in the effect of sickness• Lower commitment to tasks• Project timescale slippage• Reduction in Product Quality

Motivation - Maslow

Hierarchy of needs• Physiological needs – air, food, water• Safety needs – protection, security• Social needs – group interaction• Ego needs – the desire for esteem• Self fulfilment needs – realisation of the self image

Motivation - Taylor

Taylor was associated with what has become known as 'scientific management'.

Taylor looked at how to find the most productive way of doing manual tasks- division of labour

Taylor believed that monetary reward was an important motivating factor.

Increase in salary could simply be used to increase rates of output.

Motivation - McGregor

Theory X: People are inherently lazy and People will avoid work if they can and People they inherently dislike work People tend to avoid responsibility

Theory Y: Employees can be self-motivated and exercise self-

control Work is natural There are other ways of motivating workers Humans can learn to accept and seek

responsibility Humans have a capacity for imagination and

creativity

Motivation - Herzberg

MotivationMotivated people to work harder Achievement Recognition Work Responsibility Advancement

Hygiene Company Policy and

Administration Supervision

technical interpersonal

relationships Salary Working conditions Security Recognition Personal Growth

When employees are satisfied makes employees happy?When employees are dissatisfied at work, what makes them unhappy?

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

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

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

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.

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

Important to Notice

Teams are usually artificial entities – you don’t get to choose who you work with

Understanding team dynamics, roles and motivation factors will help you work better with team members

The Project Environment

A place to call home Technology support Office supplies Culture

Conflict Managements

There are Five Conflict Resolution Modes• Withdraw• Smoothing• Compromising• Forcing• Problem Solving

Temporary Only – No Resolution

Provide Resolution

Each conflict situation is unique and the choiceof an approach to resolve conflict depends on these things: Type of conflict and its relative importance to

the project. Time pressure to resolve the conflict. Position of power or authority of the parties

involved. Whether the emphasis is on maintaining the

goals orobjectives of the project or maintaining relationships.

Selecting the Best Approach

organization structure - stake holder -human resources management during projects

Engineering

project management

project management

pure project

matrix organization

functional

project

functional

individuals