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Derby Business School

www.derby.ac.uk/dbs. Derby Business School. Education with the personal touch. Week 10 - Planning and Delivering a Project (2 nd part). Traditional organisations. Hierarchical pyramid Militaristic – chain of command Structured by: Function Product group Customer type

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Derby Business School

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  1. www.derby.ac.uk/dbs Derby Business School

  2. Education with the personal touch Week 10 - Planning and Delivering a Project (2nd part)

  3. Traditional organisations • Hierarchical pyramid • Militaristic – chain of command • Structured by: • Function • Product group • Customer type • Geographical area

  4. Pure project organisation Board of Directors Project Board A Project Board B Project Board C Project Manager A

  5. Function 3 Function 1 Function 2 Project A Project B Project C Matrix Management Three models of Matrix Management: • Lightweight matrix • Balanced Model • Heavyweight Matrix

  6. Project Stakeholders Project Team Project Manager Project Interfaces Client General Manager Functional Manager Contractors Supporters Suppliers Transport Legal (Burke 2003)

  7. Changing structures Structures can change through the project : • Process Teams • Functional Teams • Implementation teams

  8. Question for you to think about • How will you structure the Markeaton Park Project (or the organisation for your assignment)? • What advantages / disadvantages does this offer?

  9. Sponsor User Project Manager Team Leader Project Office Risk Manager Quality Manager Chief Analyst Chief Designer Configuration Librarian Project Roles and Responsibilities (Cadle and Yates 2008)

  10. Where should / do these people come from? • External • Consultants • Contractors • New Recruits • Internal • Management • Users • Experts

  11. Intersecting needs/team dynamics TASK’S NEEDS INDIVIDUAL’S NEEDS TEAM’S NEEDS Ref John Adair Ref also: Belbin, Tuckmann, Johari and the OB Literature in general

  12. Responsibility – Authority Gap • Formal authority • Budget authority • Coercive power • Information power • Reward power • Cognitive persuasion • Emotional persuasion • Personal power (Burke 2003)

  13. Question for you to consider What do you think a project manager should take into account when constructing and managing their project team?

  14. Team/Group Activities • Communication and interaction • Decision making • Problem solving • Group Support Systems support these three activities (eg MS Project)

  15. Project groups can be • Multi location • European • Global • Diverse

  16. Decision making: Communications Limited duration Ongoing LAN Meeting Dispersed Local Remote Teleconferencing

  17. Reporting on the Project Plan Need to think about: • Level of detail • Complexity • Format • Medium • Frequency

  18. Root causes of troubled projects – organisation causes • RC 29: Inadequate vendor training and supervision of junior staff • RC16: Failure to clearly define roles and responsibilities in the contract / subcontract • RC23: Vendor lack / loss of skilled resources (John M. Smith 2001)

  19. Guidance on Using MS Project 2010 • http://www.howtogeek.com/howto/31370/getting-started-with-microsoft-project-2010/ • http://www.dummies.com/how-to/content/microsoft-project-2010-for-dummies-cheat-sheet.html • http://office.microsoft.com/en-gb/project-help/getting-started-get-to-know-project-2010-HA010355886.aspx • http://www.youtube.com/watch?v=mSH2rwRnGSs • http://www.techsoup.org/learningcenter/software/page13657.cfm • http://www.pmkb.com/forum/f5/ms-project-2010-tutorial-1213/

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