Unformatted text preview: K731: Project
Management
Week 2- Org Structure & Culture,
Project Teams
Dr. Nicole Wagner
[email protected] Agenda Housekeeping Organizational Structure & Culture Distribute Case Memo 1: Beijing EAPS Project Teams Distribute Term Project Document Housekeeping Notes on class technology MS Teams
Private channel created for each group in the class
Use “@” to tag posts you want specific people to see, @general for all
Will be our backup meeting place in case of Zoom outage Zoom for class
For engagement feel free to use chat, raise hand, unmute Organizational Structure &
Culture Project vs. Non-Project Firms Project firm: Income Statement by project Examples? Non-project firm: Income Statement by line
activity/function Examples? Where is it easier to be a project manager? Project vs. Non-Project Firms Relative Influence Decision-making influence
Project Influence
in Decision-Making
Dual Influence
Functional
Influence
In
Decision-Making Non-Project Firm Project Firm PM Organizational Structures There are various configurations in which people can be
organized to work on projects. The most common are:
1. Functional/ Traditional/ Classical
2. Dedicated Teams/ Projectized/
Autonomous Teams
3. Matrix
(weak, balanced, strong) Which is
the best
structure? Functional Structure Projects are managed within
the existing functional
hierarchy of the organization
Appropriate
when? •
•
•
• •
•
•
• Pros:
Clear and established
structure
Flexibility in use of staf
In-depth expertise, functional
pools of resources
Easy post-project transition
Cons:
Lack of focus on project
Poor integration across
functions, functional silos
Slow communication
Lack of ownership Functional Structure Signs that the functional structure is inadequate for
managing projects: Some aspect of project success is slipping Lack of accountability Imbalance between functions Restructuring the Functional Structure Progression of work integration Eforts without restructure Integration positions
Project Leader
Task Force Project Manager Restructuring the Functional Structure
Departmental Project Management Restructuring the Functional Structure Dedicated Teams Teams operate as separate
units, PM is usually FT, pulls
together a group of specialists
to work on the project.
Appropriate
when? •
•
•
•
•
•
•
• Pros:
Clear and simple structure
Fast pace of work from FT
team, dedicated focus
Cohesive team develops
Cross function integration
Cons:
Expensive due to FT
membership
Conflict between team and
organization
Limited expertise, lack of pool
Difficult post-project
transition Dedicated Teams Matrix Structure Organizational leadership is
shared by project and
functional managers
Appropriate
when? •
•
•
• •
•
•
• Pros:
Efficient resource utilization
Strong project focus
Functional pools of resources
Easy post-project transition
Cons:
Dysfunctional conflict
potential
Infighting over shared
resources
Stressful, two lines of
reporting
Slow communication Matrix Structure Variations in Matrix
Strength
of
Matrix Type of
Authorit
y Relative
strength of PM
authority Weak Balanced Strong Project PM PM PM Administratio
n FM PM & FM PM Technical FM PM & FM PM Project: planning, team coordination, communication, priority setting, etc.
Administration: team selection & scheduling, performance review, etc.
Technical: how the work gets done (subject matter expertise) Team Member Perspective How does PM organizational structure impact the
concerns of staf (team members)? Professional development/ career growth Post-project transition Team cohesiveness ( efectiveness) Reporting relationships Division of duties Functional
vs.
Dedicated
Teams
vs.
Matrix HR Perspective Staffing complexities in project environment Staffing levels are more variable Performance evaluation is more complex Wage and salary grades are more difficult to maintain in a
matrix Training and development are more complex Morale problems are potentially greater Selecting Structure In practice, companies often have more than one project organization form in
place at one time (i.e. dedicated teams for R&D, functional elsewhere) Organizational Culture Interaction with
structure? Importance for project
manager? Case Memo 1:
Beijing EAPS Consulting Inc.
Assignment document on Avenue Project Teams The Project Team A project team is:
a group of individuals working interdependently to
accomplish the project objective. Teamwork is:
the cooperative efort by members of a team to
accomplish a common goal. Efective teamwork project success How can we develop efective teams? High-Performing Teams Characteristics of high-performing teams Clear understanding of the project objective Capitalize on individual skills and talents Clear expectations of each person’s role and responsibilities Results orientation, high standards High degree of cooperation and collaboration High level of trust High-Performing Teams •
•
•
•
•
• High need for achievement
Understanding/acceptance of
responsibility
Commitment to self-directed
behavior
Put project needs before their
own needs
Willingness to consider
alternative views
Personal commitment to
project. Project Team Acquisition Acquiring the project team Often one of the first things a PM does on a project
May choose, may be assigned, may negotiate Considerations for HR needs? Sources of team members? Project Team Acquisition
Constructive Team Roles Destructive Team Roles Initiators Aggressors Information seekers Blockers Information givers Withdrawers Encouragers Recognition seekers Clarifiers Topic jumpers Harmonizers Dominators Summarizers Devil’s advocate
(constructive to an extent) Gate keepers Project Team Development
Characteristics:
•
•
•
• Get acquainted
Positive
expectations
Little work
accomplished
Lots of questions PM Role: • Project Team Development
Characteristics:
•
•
•
•
• Work begins
Expectations not met
Increasing
dissatisfaction with
dependence
Testing limits
Conflict emerges PM Role: • Project Team Development
Characteristics:
•
•
•
• Relationships settle,
conflicts resolve
Acceptance of
operating
environment
Empowerment
Cohesion of team PM Role: • Project Team Development
Characteristics:
•
•
•
• Commitment to
objective
High level of
performance
Open communication
Collaboration and
support of members PM Role: • Project Team Development What impacts a teams’ ability to move quickly to the
performing stage? Project Team Development - Get to know the team
- What skills and
knowledge does
everyone bring?
- What strengths and
weaknesses may
support or hinder
team work? Project Team Development Project Team Management Keeping tabs on what is happening Assessing human performance in comparison with plans Taking action to get team back (or keep it) on track Motivating individuals & team as a whole Improving continually methods used Improving continually participants’ capability & satisfaction Project Team Management Managing Conflict Sources of Conflict? Is Conflict
a bad
thing? Managing Conflict Styles of Handling Conflict
1. Forcing/ Competing
2. Withdrawing/ Avoiding
3. Smoothing/ Accommodating
4. Compromising
5. Collaborating/ Problem Solving “Do it my way!”
“Let’s deal with this issue next week”
“Let’s do it your way”
“Let’s do a little of what you both suggest”
“Let’s see what everyone thinks and try to
reach a consensus” Managing Conflict Conflict Resolution Process:
1. Understand the conflict.
2. Agree on conflict-resolution goals.
3. Identify causes of conflict.
4. Identify potential solutions for conflict.
5. Pick desired conflict solution.
6. Implement chosen solution. Valuing Team Diversity Teams are often diverse in many ways For example? Job function and/or level, location Age, gender, appearance, health, family status Ethnicity, ancestry, culture, religion Diversity creates diferences in? Experiences/ background Skills/ knowledge/ approaches Values/ preferences Needs/ concerns/ priorities Importance? Valuing Team Diversity Acknowledge, understand, and value diferences Create a work environment that recognizes, respects, and
harnesses diferences Accomplish a shared goal Diferences can create barriers to team performance Can become a serious impediment, if not managed properly Under good management, diversity can lead to more
creative, faster results, and higher-quality problem
solving and decision making an asset Valuing Team Diversity How can the PM encourage the valuing of diversity? Virtual Teams Now more common than ever Biggest challenges? Establishing trust & developing efective patterns of
communication How can you build trust & develop efective
communication patterns in your class groups? Term Project AssignmentTeam Contract Group Discussion Let’s take some time for you to have a Team Kick-of Meeting Introduce yourselves and relevant background What are each of your strengths and weaknesses (related to the program/
course/ term project/ team work in general, etc) Discuss how you will work together Meetings? Communication? Team building? What roles will everyone play within the group toward the completion of
the assignment? Can you align with strengths and weaknesses? What are your expectations for your group? Level of efort? Engagement expected? Conflict resolution? Team
Contract
Requirements ...
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