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PP Chapter 3

Terms in this set (23)

PM Structures
1. Challenges to Organizing Projects
2. Choosing an Appropriate PM Structure
Challenges to Organizing Projects
-uniqueness/short duration of projects relative to ongoing longer term organizational activities
-multidisciplinary and cross functional responsibility
Choosing an Appropriate PM Structure
best system balances the needs of the project with the needs of organization
Most Common Structures
1. Functional
2. Dedicated
3. Matrix
Functional Organization
-different segments of the project are delegated to respective functional units
-coordination is maintained through normal management channels
-used when interest of 1 functional area dominates the project or one functional area has a dominant interest in project's success
Functional Organization of Projects: Advantages
1. no structural change
2. flexibility
3. in-depth expertise
4. easy post project transisiont
Functional Organization of Projects: Disadvantages
1. lack of focus
2. poor integration
3. slow
4. lack of ownership
Dedicated Team Structure
1. teams operate as separate units under leadership of full time PM
2. in projectized organization where projects are dominant form of business, functional departments are responsible for providing support for its team
Dedicated Team Advantages
1. simple
2. Fast
3. Cohesive
4. Cross-Functional Integration
Dedicated Team Disadvantages
1. Expensive
2. Internal Strife
3. Limited Technological Expertise
4. Difficult Post project Transition
Matrix Structure
-hybrid organization structure is overload on normal functional structure
1. 2 chains of command (functional and project)
2. project participants report simultaneously to both functional and project managers
-Matrix structure optimizes use of resources
1. allows for participation on multiple projects while performing normal functional duties
2. Achieves a greater integration of expertise and project requirements
Matrix Structure Advantage
1. Efficient
2. Strong Project Focus
3. Easier Post Project Transistion
4. Flexible
Matrix Structure Disadvantage
1. Dysfunctional Conflict
2. Infighting
3. Stressful
4. Slow
Different Matrix Forms
1. Functional (also weak or lightweight) form
2. Balance (middleweight) form
3. Strong (heavyweight) form
Functional (also weak or lightweight) form
Matrices in which the authority of the functional manager predominates and the project manager has indirect authority
Balance (middleweight) form
traditional matrix form in which the project manager sets the overall plan and the functional manager determines how the work is to be done
Strong (heavyweight) form
resembles a project team in which the project manager has broader control and functional departments act as subcontractors to the project
Choosing Appropriate PM Structure
Organization (Form) Considerations:
1. How important is the project to the firm's success?
2. What percentage of core work involves projects?
3. What level of resources (human/physical) are available?
Choosing Appropriate PM Structure.
1. Size of consideration
2. Strategic importance
3. Novelty and need for innovation
4. Need for integration (# of departments involved)
5. Environmental complexity (number of external interfaces)
6. Budget and time constraints
7. Stability of resource requirements
Org Culture
system of shared norms, beliefs, values, and assumptions which bind people together, thereby creating shared meanings

personality that sets org apart
-provides sense of identity to members
-help legitimize management system of org
-clarifies/reinforces standards of behavior
Identify Cultural Characteristics
1. study physical characteristics of an organization
2. Read about organization
3. Observe how people interact within the organization
4. Interpret stories and folklore surrounding the org
Key dimensions Define Culture
1. Member Identity
2. Team emphasis
3. Management focus
4. Unit Integration (Independent vs. Interdependent)
5. Control (Loose vs. Tight)
6. Risk Tolerance (Low vs. High )
7. Reward Criteria (performance vs. other)
8. Conflict Tolerance
9. Means-end Orientation
10. Open system focus (internal vs. External)
Culture vs. Structure
Both important
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