Software Project Management Lecture 4 6 th Edition

Software Project Management Lecture 4 6 th Edition Understanding Organization Responsibility Assignment Project Management Institute 1 ©The Mc. Graw-Hill Companies, 2005

Objectives – Lecture 4 p Understanding Organizations p Organizational Impacts on Projects p Organizational Structure p Functional Organization p Project Organization p Matrix Organization p Identifying Stakeholders p Define Responsibility Authority Relationship / Matrix p Position Qualifications for PM 2 ©The Mc. Graw-Hill Companies, 2005

The Environment in which the Project Operates EEFs = Enterprise Environmental Factors OPAs = Organizational Process Assets ©The Mc. Graw-Hill Companies, 2005

Enterprise Environmental Factors ©The Mc. Graw-Hill Companies, 2005

Enterprise Environmental Factors - Continued ©The Mc. Graw-Hill Companies, 2005

Organizational Process Assets ©The Mc. Graw-Hill Companies, 2005

Organizational Process Assets Impact on Project ©The Mc. Graw-Hill Companies, 2005

Project Knowledge Repositories ©The Mc. Graw-Hill Companies, 2005

Organizational Structure Organization Structure influences the Authority of the Project Manager and Influences how the Projects are Conducted. All the Organizations are structured in one of three ways ©The Mc. Graw-Hill Companies, 2005

Project Manager Authority and Organizational Structure In Functional Organization Project Authority rests with the Functional Manager, In Projectized Organization Project Authority rests with the Project Manager. The Matrix Organization Tries to be somewhere in between these two. In Weak Matrix Authority rests with the Functional Manager, In Strong Matrix Authority rests with the Project Manager, In Balanced Matrix Authority over the project is shared among Functional Manager and Project Manager. ©The Mc. Graw-Hill Companies, 2005

Functional Organization is a hierarchical type of structure. People are groups as per there area of specialization and supervised by Functional manager with expertise in the same field. This way there skills can be effectively utilized & organization Objectives can be achieved. This type of structure is suitable for the organizations with ongoing operations like manufacturing or production. It is divided in various type of departments like HR, Finance etc. . ©The Mc. Graw-Hill Companies, 2005

Functional Organization: Advantages / Disadvantages ©The Mc. Graw-Hill Companies, 2005

Projectized Organizations are nearly the opposite of Functional Manager. The focus of this type of the organization is the project itself. The purpose is to develop the loyalty to the project rather than functional Manager. Team members directly report to the Project Manager and may provide services to the other project. Project Managers have the ultimate authority in this structure & report directly to CEO ©The Mc. Graw-Hill Companies, 2005

Projectized Organization: Advantages / Disadvantages ©The Mc. Graw-Hill Companies, 2005

Weak Matrix ©The Mc. Graw-Hill Companies, 2005

Balanced Matrix ©The Mc. Graw-Hill Companies, 2005

Strong Matrix ©The Mc. Graw-Hill Companies, 2005

Matrix Organization: Advantages / Disadvantages ©The Mc. Graw-Hill Companies, 2005

Influence of Project Manager in Organizational Structure ©The Mc. Graw-Hill Companies, 2005

Stakeholders The people who have a stake or interest in the project • Internal to the project team • External to the project team but within the same organization • External to both the project team and the organization Identify them early for setting up better communication channels ©The Mc. Graw-Hill Companies, 2005

Responsibility Authority Matrix ©The Mc. Graw-Hill Companies, 2005

Project Manager Competencies ©The Mc. Graw-Hill Companies, 2005

Suggested Skills for a Project Manager · Communication skills: listening, persuading · Organizational skills: planning, goal-setting, analyzing · Team Building skills: empathy, motivation, esprit de corps (a feeling of pride and mutual loyalty shared by the members of a group) · Leadership skills: sets example, energetic, vision (big picture), delegates, positive · Coping skills: flexibility, creativity, patience, persistence · Technological skills: experience, project knowledge ©The Mc. Graw-Hill Companies, 2005

Characteristics of Project Manager Effective Project Managers Ineffective Project Managers Leadership by example Sets bad example Visionary Not self-assured Technically competent Lacks technical expertise Decisive Poor communicator Good communicator Good motivator Poor motivator Stands up to upper management when necessary Supports team members Encourages new ideas ©The Mc. Graw-Hill Companies, 2005

THANK YOU ©The Mc. Graw-Hill Companies, 2005