pmi41 project organization
DESCRIPTION
Project managementTRANSCRIPT
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Project and Programme Management Project and Programme Management
Session 4.1:Session 4.1: Project Organization Project Organization
Professor J Rodney TurnerProfessor J Rodney Turner
Visiting ProfessorVisiting Professor
Limerick UniversityLimerick University
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Project Organization Project Organization
The problem of organizingThe problem of organizing
External organizationExternal organization
Internal organizationInternal organization
Responsibility chartsResponsibility charts
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The problem of organizing The problem of organizing
Transforming a conflict (political) system intoTransforming a conflict (political) system intoa cooperative (rational) onea cooperative (rational) one
A conflict systemA conflict system individual objectives not jointly consistentindividual objectives not jointly consistent
organizes through exchanges between actorsorganizes through exchanges between actors
A cooperative systemA cooperative system
individuals act rationally towards a commonindividuals act rationally towards a commonobjectiveobjective -- goals alignedgoals aligned
Levitt and March 1995Levitt and March 1995
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Aims of organizing
Achieve cooperation
Share goals
Act rationally
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Achieving cooperation Achieving cooperation
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DelegitimizationDelegitimization
of Othersof Others
Crafting cooperationDesign of Design of
OrganizationOrganization
ShapingShaping
Social NormsSocial Norms
CommonCommon
LanguageLanguage
DesiredDesired
BehaviourBehaviour
AssumptionsAssumptions
about Peopleabout People
LegitimizationLegitimization
of Behaviourof Behaviour
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DelegitimizationDelegitimization
••Self Self --promotionpromotion
••CompetitionCompetition
••AggressivenessAggressiveness
Crafting cooperationPractices & ProcessesPractices & Processes
••Self developmentSelf development
••Coaching/mentoringCoaching/mentoring
••Enriching othersEnriching others NormsNorms
••ConversationConversation
••CooperationCooperation
••DevelopmentDevelopment
LanguageLanguage
••TrustTrust
••CommunicationCommunication
••We not IWe not I
BehaviourBehaviour
AssumptionsAssumptions
••DevelopmentDevelopment
••CooperationCooperation
••TrustTrust
LegitimizationLegitimization
••FriendshipFriendship
••TrustTrust
••CooperationCooperation
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Project, facility, product
OwnerOwner
ContractorContractor
ProjectProject
WorkWork
Benefit/PurposeBenefit/Purpose
OutcomeOutcome
Facility/AssetFacility/Asset
OutputOutput
BenefitBenefit
CostCost
PricePrice
Value toValue to
OwnerOwner
Value toValue to
ContractorContractor
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FinanceFinance
Owner contractor modelOwner contractor model
ObjectivesObjectives
Optimum solutionOptimum solution Value for moneyValue for money
ObjectivesObjectives
Maximum profitMaximum profit Satisfied clientSatisfied client
OwnerOwner
ManagerManager
SponsorSponsor
ResultsResults ResourcesResources
Contract betweenContract betweenOwner andOwner and
ContractorContractor
Contract betweenContract between
parties involvedparties involved
TeamTeam LdrsLdrs
ContractorContractor
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Two contractsTwo contracts
ExternalExternal
OrganizationOrganization
InternalInternal
OrganizationOrganization
Planning and controllingPlanning and controlling
scopescope
Organizing & implementingOrganizing & implementing
organizationorganization
Milestone Plan
Specify results
throughout the project
Report on a copy
of the plan
Responsibility Chart
Organization
Procedures
Priorities
Schedule
Activity schedule and progress report
Activity
list
Progress
report
Response
Chart
Bar
Chart
Contract
between project
management
and corporate
management
Contract between project
participants
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Two decisionsTwo decisions
External organizationExternal organization
relationship project to parent organizationrelationship project to parent organization
managerial responsibility and authoritymanagerial responsibility and authority
Internal organizationInternal organization
relationship of the participants to the taskrelationship of the participants to the task
leadership style of the project managerleadership style of the project manager
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Project Organization Project Organization
The problem of organizingThe problem of organizing
External organizationExternal organization
Internal organizationInternal organization
Responsibility chartsResponsibility charts
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Range of matrix structures Range of matrix structures
BalancedBalancedMatrixMatrix
SecondmentSecondmentMatrixMatrix
CoordinatedCoordinatedMatrixMatrix
FunctionalFunctionalHierarchyHierarchy
ProjectProjectHierarchyHierarchy
Projects department or core teamProjects department or core teamCareer in projectsCareer in projects
Large dedicated project teamsLarge dedicated project teams
Projects undertaken in the functionProjects undertaken in the functionFunctional manager is project managerFunctional manager is project managerSmall, single function projectsSmall, single function projects
Resources remain in functionResources remain in functionFunctional manager allots workFunctional manager allots workSingle discipline work packagesSingle discipline work packages
Resources seconded to projectResources seconded to projectProject manager allots workProject manager allots work
Mixed discipline work packagesMixed discipline work packages
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Project organization Project organizationCompanyCompany
Dept CDept CDept BDept BDept ADept A
PermanentPermanent
StructuresStructuresTemporaryTemporary
StructuresStructures
ProjectsProjects
DeptDept
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Project organization Project organization –– functional functionalhierarchyhierarchy
CompanyCompany
Dept CDept CDept BDept BDept ADept A
PermanentPermanent
StructuresStructuresTemporaryTemporary
StructuresStructures
ProjectsProjects
DeptDept
SmallSmall
ProjectProject
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Project organization Project organization –– project projecthierarchyhierarchyCompanyCompany
Dept CDept CDept BDept BDept ADept A
PermanentPermanent
StructuresStructuresTemporaryTemporary
StructuresStructures
ProjectsProjects
DeptDept
SmallSmall
ProjectProjectLargeLarge
ProjectProject
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Project organization Project organization –– secondedsecondedmatrixmatrix
CompanyCompany
Dept CDept CDept BDept BDept ADept A
PermanentPermanent
StructuresStructuresTemporaryTemporary
StructuresStructures
ProjectsProjects
DeptDept
SmallSmall
ProjectProjectLargeLarge
ProjectProject
Mixed Mixed
Work Pack Work Pack
People seconded People seconded
for duration of for duration of
their involvementtheir involvement
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Project organization Project organization –– coordinatedcoordinatedmatrixmatrixCompanyCompany
Dept CDept CDept BDept BDept ADept A
PermanentPermanent
StructuresStructuresTemporaryTemporary
StructuresStructures
ProjectsProjects
DeptDept
SmallSmall
ProjectProjectLargeLarge
ProjectProject
Mixed Mixed
Work Pack Work Pack
People seconded People seconded
for duration of for duration of
their involvementtheir involvement
SingleSingle
Work Pack Work Pack Project Manager Project Manager
gives work togives work to
Functional Manager Functional Manager
to resourceto resource
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Project success rates Project success rates
100%100%
LikelihoodLikelihoodof successof success
FunctionalFunctionalhierachyhierachy
CoordinatedCoordinatedmatrixmatrix
BalancedBalancedmatrixmatrix
SecondmentSecondmentmatrixmatrix
ProjectProjecthierarchyhierarchy
Development projectsDevelopment projects••Goals not well definedGoals not well defined••Users involvedUsers involved
Implementation projectsImplementation projects••Goals well definedGoals well defined••Users not involvedUsers not involved
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Project Organization Project Organization
The problem of organizingThe problem of organizing
External organizationExternal organization
Internal organizationInternal organization
Responsibility chartsResponsibility charts
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Leadership styles
LaissezLaissez--FaireFaire
DemocraticDemocratic
AutocraticAutocratic
BureaucraticBureaucratic
Involvement of Team inInvolvement of Team inFlexibilityFlexibility
HighHigh
HighHigh
LowLow
LowLow
HighHigh
LowLow
LowLow
LowLow
Decision Making Decision Making Decision Taking Decision Taking
HighHigh
HighHigh
HighHigh
LowLow
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Isomorphic structures
Stage Structure Leadership Team
Feasibility Egoless Laissez-faire Experts
Design Matrix Democratic Mixed
Execution Hierarchy Autocratic Task
Close Surgical Bureaucratic Task force
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Internal structures
Isomorphic
Egoless
Speciality, (matrix) Task
Surgical
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Project workProject work
Project teamProject team
Task 1Task 1 Task 2Task 2 Task 3Task 3
Specialist 1Specialist 1Specialist 2Specialist 2
Specialist 3Specialist 3Manager Manager
Egoless team structure
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Speciality team structure
Project workProject work
Project teamProject team
Task 1Task 1 Task 2Task 2 Task 3Task 3
Specialist 1Specialist 1
Specialist 2Specialist 2
Specialist 3Specialist 3
Manager Manager
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Task team structure
Project workProject work
Project teamProject team
Task 1Task 1 Task 2Task 2 Task 3Task 3
Team 1Team 1 Team 2Team 2 Team 3Team 3
Manager Manager
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Surgical team structure
Project workProject work
Project teamProject team
Task 1Task 1 Task 2Task 2 Task 3Task 3
Specialist 1Specialist 1
Specialist 2Specialist 2
Specialist 3Specialist 3
Manager Manager
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Project Organization Project Organization
The problem of organizingThe problem of organizing
External organizationExternal organization
Internal organizationInternal organization
Responsibility chartsResponsibility charts
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Responsibility chart Responsibility chart
PBSPBS
MilestonesMilestones
Activity/TaskActivity/Task
WBSWBS
Roles/ResponsibilitiesRoles/Responsibilities
OBSOBS
Companies/Departments/FunctionsCompanies/Departments/Functions
Resources/PeopleResources/People
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SymbolsSymbols
X - eXecutes the work
D - takes Decision solely or ultimately
d - takes decision jointly or partly
P - manages Progress
T - provides Tuition on the job
C - must be Consulted
I - must be Informed
A - available to Advise
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Case history 1Case history 1 -- Design of a computer Design of a computersystem for a North Sea oil platformsystem for a North Sea oil platform
Attached are responsibility charts for theAttached are responsibility charts for theproject for the computer systems on theproject for the computer systems on theNorth Sea Oil Platform.North Sea Oil Platform.
Two charts are attached:Two charts are attached:
at the milestone levelat the milestone level
at the activity level for milestones SY4 and ST4,at the activity level for milestones SY4 and ST4,(there is only one activity for ST4).(there is only one activity for ST4).
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Developing a responsibility chart Developing a responsibility chart
Just like the milestone plan, the Just like the milestone plan, theresponsibility chart should be completedresponsibility chart should be completedthrough group workthrough group work
Fill in the row and column headingsFill in the row and column headings
Project the chart onto a white boardProject the chart onto a white board
Fill in the body of the matrixFill in the body of the matrix
each row can take 10 minuteseach row can take 10 minutes the whole chart two hoursthe whole chart two hours
Determine the duration of each workDetermine the duration of each workelementelement
Fill in the bar chartFill in the bar chart
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END of SESSION 4 1ND of SESSION 4 1
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