PM2_27JAN10 - Chapter ProjectTeamsandOrganizational...

Info iconThis preview shows pages 1–9. Sign up to view the full content.

View Full Document Right Arrow Icon
1 Chapter  Project Teams and Organizational  Relationships
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
    2 Role of Project Manager and Team Project Manager Client Subcontractors Regulating Organizations Project Team Functional Managers Top Management This structure is what makes being a project manager both  very interesting and very challenging!
Background image of page 2
    3 Responsibilities of a Project Manager To the organization and top management Meet budget and resource constraints Coordinate with functional managers To the project team Provide timely and accurate feedback Keep focus on project goals Manage personnel changes   To the client Communicate in a timely and accurate manner Provide control over scope changes Maintain quality standards To the subcontractors Provide information on overall project status Comment: It’s a long list, and requires prioritization.
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
    4 Project Team What is a project team? A group of people committed to achieving a common set of  goals for which they hold themselves mutually accountable Characteristics of a project team Diverse backgrounds/skills Need to work together effectively, often under time and cost  pressures May not have worked together before Have a sense of accountability as a unit (but perhaps only  temporarily)
Background image of page 4
    5 Sources of Conflicts within Projects Scheduling and sequencing Administrative procedures Staffing issues Budget and cost issues Personality conflicts Project priorities Trade-off between technical performance  and business  performance Source: H.J. Thamhain and D.L. Wilemon, 1971
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
    6 “I design user interfaces to please an audience of one.  I write  them for me.  If I’m happy, I know some cool people will like it…  As for schedules, I’m not interested in schedules; did anyone  care when  War and Peace  came out?” Developer, Microsoft Corporation As reported by MacCormack and Herman, HBR Case 9-600- 097: Microsoft Office 2000 However, is this comment a reasonable one for most project  management environments? Artistic Viewpoint
Background image of page 6
    7 Group Harmony and Project Performance What is the relationship between the design of multidisciplinary  project teams and project success? Two schools of thought: “Humanistic” school -- groups that have positive characteristics will  perform well “Task oriented” school -- positive group harmony detracts from  group performance
Background image of page 7

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
    8 Group Harmony and Project Performance Experiment conducted with MBA students at U. of Washington  and Seattle U., using computer based simulation of a nuclear  power plant.
Background image of page 8
Image of page 9
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 12/20/2010 for the course IEOR E4510 taught by Professor Mosherosenwein during the Spring '10 term at Columbia.

Page1 / 26

PM2_27JAN10 - Chapter ProjectTeamsandOrganizational...

This preview shows document pages 1 - 9. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online