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OM480

OM480. Project Management and Organizational Structures (With Material from the Text Authors). Overview. Organizational Project Management Picking the “Best” Structure. Delta Manufacturing, Inc. President. Project coordination. Manufacturing. Procurement. Engineering. Marketing.

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OM480

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  1. OM480 Project Management and Organizational Structures (With Material from the Text Authors)

  2. Overview • Organizational Project Management • Picking the “Best” Structure

  3. Delta Manufacturing, Inc.President Projectcoordination Manufacturing Procurement Engineering Marketing Internationalsales Receiving &inspection Mechanicalengineering Electronicsengineering Softwareengineering Productionscheduling Customerservice Domesticsales Finance andadministration Humanresources Purchasing Fabrication Assembly Testing Design Functional Organizations

  4. Zeus Electronics, Inc.President Project manager Manufacturing Procurement Engineering Marketing Finance andadministration Humanresources Project team Dedicated Project Team

  5. Central Engineering Systems, Inc.President Manufacturing Manufacturing Subcontractors Engineering Engineering Procurement Procurement Beta ProjectProject Manager Alpha ProjectProject Manager Finance andadministration Humanresources Marketing Legal Otherprojects Otherprojects ElectricalMechanicalSoftware FabricationAssemblyTest Systems HardwareSoftware Subcontractor XSubcontractor YSubcontractor Z Project Organization Structure AssemblyTest

  6. Zeus Electronics, Inc.President Humanresources Finance Director ofprojects Technicaldocumentation Projectadministration Internationalsales Mechanical engineering Electronicsengineering Softwareengineering Designengineering Assembly Customerservice Domesticsales Testing Quality Manufacturing Marketing Engineering Project Aprojectmanager 1 2 1/2 1 2 1 2 1 Project Bprojectmanager 1 3 1 1 1 1 1 1 1 1 2 1 Project Cprojectmanager 1/2 1 1/2 2 2 Matrix Organization Structure

  7. Projects and Organizational Change • Economic Conditions • Globalization • Information Flows • Technology Landscape • Growth • Obsolescence • Competition • See Above • Interdependent Systems • Moving “Bottlenecks”

  8. The New PM Realities • Shorter Timelines • Years to Months • Organizational Uncertainty • “Turf battles” • Employee Attrition • Downsizing, Mergers, Acquisitions • “Free Agency” • FUD • Cost Containment Efforts

  9. Division of Project Manager and Functional Manager Responsibilities in a Matrix Structure

  10. Key Dimensions Defining anOrganization’s Culture

  11. Cultural Dimensions of an OrganizationSupportive of Project Management

  12. Topmanagement Projectsponsors Otherorganizations Customers Project Team Projectmanager Projectmanagers Functionalmanagers Project Team Contractors Governmentagencies Administrativesupport Network of Relationships

  13. Commonly TradedOrganizational Currencies Task-related currencies Resources Lending or giving money, budget increases, personnel, etc.Assistance Helping with existing projects or undertaking unwanted tasks.Cooperation Giving task support, providing quicker response time, or aiding implementation.Information Providing organizational as well as technical knowledge. Position-related currencies Advancement Giving a task or assignment that can result in promotion.Recognition Acknowledging effort, accomplishments, or abilities.Visibility Providing a chance to be known by higher-ups or significant others in the organization.Network/contacts Providing opportunities for linking with others. Source: Adapted from A. R. Cohen, and David L. Bradford, Influence without Authority New York: John Wiley and sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.

  14. Commonly TradedOrganizational Currencies Inspiration-related currencies Vision Being involved in a task that has larger significance for the unit, organization, customer, or society.Excellence Having a chance to do important things really well.Ethical correctness Doing what is “right” by a higher standard than efficiency. Relationship-related currencies Acceptance Providing closeness and friendship.Personal support Giving personal and emotional backing.Understanding Listening to others’ concerns and issues. Personal-related currencies Challenge/learning Sharing tasks that increase skills and abilities.Ownership/involvement Letting others have ownership and influence.Gratitude Expressing appreciation. Source: Adapted from A. R. Cohen, and David L. Bradford, Influence without Authority New York: John Wiley and sons, 1990). Reprinted by permission of John Wiley & Sons, Inc.

  15. Projects and Organizational Effectiveness

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