BUS 4017 PROJECT MANAGEMENT
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Week 11 Agenda:
MS Project. Resource allocation
Types of Project Organizations
Project Close out (Termination) phase
Review - Final Group Work
Learning Objectives
• The characteristics of the three types of
organization structures:
- functional
- project
- matrix
• The advantages and disadvantages of each
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Real World Example
• Vignette: A Survey by Technical Pathways
• Results suggest the following project-oriented corporate
policies:
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Establish meaningful organizational objectives
Include project responsibilities in job descriptions
Use team-based performance reviews
Establish career paths
Organize programs into projects and subprojects
Prioritize using project inventories
Optimize personnel resources
Coordinate inter-group transitions
Real World Example
• Vignette: Office Politics
• Organizational politics often play a major role in
determining the outcome of a project.
• People from different departments within an organization
often work, think, and react very differently.
• Unfortunately in many corporate systems there is often a
focus on finding someone or some department to blame.
• Putting personal or departmental interests ahead of
corporate goals doesn’t work.
• Projects go smoothly when everyone knows the goal and
their part in attaining it.
Organizational Structures authority ?
Project
PM
TM
PM
PM
TM
TM
Functional
Matrix
PM
MGR
MGR
PM MGR. MGR
TM
TM
TM TM
Functional-Type Organization
• Used in businesses that sell and produce standard
products.
• Groups consist of individuals performing the same
function.
• Periodically undertake in-house projects.
• Team members can be assigned to the project.
• Team members continue regular functional jobs.
• Project manager does not have complete authority
over team.
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Project-Type Organization
• Used in companies in the project business, not
selling products.
• Work on multiple projects at a time.
• Project team is dedicated to one project.
• Project manager has complete authority over team.
• Each project team tends to be isolated.
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Matrix-Type Organization
• A mix of functional and project organization
structures.
• Used in companies that work on multiple projects
at a time.
• Provides project and customer focus.
• Retains functional expertise.
• Individuals can be assigned to various types of
projects.
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Matrix-Type Organization (Cont.)
• Both project managers and functional managers
have responsibilities.
• The Project Manager is the intermediary between
customer and company.
• The Functional Manager decides how tasks will
be accomplished.
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Functional Organization
Advantages-disadvantages
• Reduces duplication and
overlap of activities.
• Provides specialization
and functional excellence.
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Can be insular.
Teamwork is not emphasized.
Decisions may be parochial.
Structure can slow
communication, problem
solving and decision making.
• Lack of customer focus.
• Stronger allegiance to function
than project
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Project Organization AdvantagesDisadvantages
• Team has full control
over resources.
• Organization is highly
responsive to
customer.
• Can be cost inefficient.
• Tendency to stretch out
work during slow periods.
• Potential for duplication
on concurrent projects.
• Low level of knowledge
transfer.
• No functional “home”.
• People may be laid off at
the end of the project.
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Matrix Organization Advantages Disadvantages
• Allows efficient utilization of
resources.
• Individuals can be moved
among projects.
• Provides a core of functional
expertise.
• Facilitates information flow.
• Team members can
communicate with project and
functional managers.
• Customer focused.
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Team members have a dual
reporting relationship.
A proper balance of power must be
established between project and
functional managers.
Conflicts regarding priorities can
arise between managers
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Pros and cons of different Org.
structures
Type
Proj.
Matrix
Functional
Pros
Delegation
easy
Shared
resources
Economical
Cons.
Expensive- Team
Member 2
bosses
Confusion
for team
members
Problem solving –Team Members
• Explain the deliverables
• Be clear about level of effort needed
• Help define obstacles and ways around
them.
• Discuss with the Team as a whole
• Arrange one on one discussion time as
needed.
Conflict Resolution methods – Team
P. 339 Gido
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Conflict can be useful to help identify problem
areas.
Competing or forcing are not solutions
Smoothing accommodates the differences but
doesn’t resolve
Compromise resolves but only with a degree of
satisfaction
Collaborating, confronting and problem solve is
best . Start with a win-win attitude.
Turning on the Teams
1. Show them the S.O.W. and how they fit in.
2. Let the Team Member develop their WBS.
3. Let them see the relationship of what they do on
the Schedule relative to others
4. Bring in the Sponsor to reiterate purpose
5. Have Project Status Meetings – use open Task
Reports
6. Update your Communication Plan
Problem solving-staying on track
• 5 step solution for
variances
• You might use last
week’s 9 point problem
solving plan to develop
the solution
1. Monitor - find
symptoms
2. Identify the source
3. Develop a solution
4. Implement it
5. Update the project plan.
Know the above 1-5
Meeting tough deadlines.
• Statement of Work
• Project Plan
• Risk management
• Status Reports
• Be very clear about
objectives
• Best use of resources –
crash the times
• Find the hi level and
detailed risks -mitigate
• Get info. Raise the alarm
and repeat until everyone
is motivated.
Project Close Out (Termination)
Action within your company. Gido and Clements p. P. 84-91
• Project review meetings. Communication
effectiveness review
• Technical (quality), cost and schedule
performance review
• Relationships teams/customer
• Lessons learned from project.
• Archiving documents
• Cash accountability, audits
• Future contracts and Networking
• Human Resources department
Project Close Out customer related
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Problem solving methods as per today's P.Point's
Outstanding issues on Issues Logs
Outstanding changes on Change Logs
Customer Evaluations completed
Customer feedback-meetings and reports
Sign off procedures re; deliverables/legal
Future work enquiry process
Presentation content
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Final Project Group
Work
• Select presentation
order for Group for
• Wk. 12 and 13.
• Final Presentations:
• Would we buy your
services?
• Talk about your
experiences in
developing the project.
Tell of of the challenges
and remedies for
gathering and compiling
information. Linkages
between hi-level plans
and the WBS and
Responsibility Matrix?
• How the project was
controlled?
Presentations
• Enthusiasm, energy, informative, interesting
motivating and entertaining?
• Enunciation, articulation, projection
Smooth transitions to next speaker.
Deliverables match the customer
requirements - identify how?
Common mark deductions (X) and earned
(good) during presentations
Don’t bunch Don’t
.X
lounge. X
Hands in
pockets
X
Passing
notes
X
Introduce
self- name.
Good
Eye
contact
with
audience
Good
Don’t
talk to
team. X
Disintere
st. X
No Q & A Don’t read
at end X
P. Point. X
Speaker
steps fwd
Good
Use cue
cards.
Good
Vary
voice –
good
Project
voice.
Good
Smile.
Good
Home Assignment
• Complete the Final Group Project written portion
and hand in to Instructor at beginning of class in
Week 12.
• If handed in late the maximum mark for each
Group Member 50%.
• No late individual contributions will be accepted
• If you miss your presentation-advanced Email
notice or phone call to Instructor required plus
medical or documented support SAP.