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Unformatted text preview: xpectations of other stakeholders can or should be disregarded. Finding appropriate resolutions to such differences can be one of the major challenges of project management. 2.3 ORGANIZATIONAL INFLUENCES
Projects are typically part of an organization larger than the project--corporations, government agencies, health-care institutions, international bodies, professional associations, and others. Even when the project is the organization (joint ventures, partnering), the project will still be influenced by the organization or organizations that set it up. The maturity of the organization with respect to its project management systems, culture, style, organizational structure, and project management office can also influence the project. The following sections describe key aspects of these larger organizational structures that are likely to influence the project. ment ment geE L geE PL P 2.3.1 Organizational Systems Project-based organizations are those whose operations consist primarily of projects. These organizations fall into two categories: Organizations that derive their revenue primarily from performing projects for others--architectural firms, engineering firms, consultants, construction contractors, government contractors, nongovernmental organizations, etc. Organizations that have adopted management by projects (see Section 1.3). These organizations tend to have management systems in place to facilitate project management. For example, their financial systems are often specifically designed for accounting, tracking, and reporting on multiple simultaneous projects. Nonproject-based organizations often lack management systems designed to support project needs efficiently and effectively. The absence of project-oriented systems usually makes project management more difficult. In some cases, nonproject-based organizations will have departments or other subunits that operate as project-based organizations with systems to match. The project management team should be acutely aware of how the organization's systems affect the project. For example, if the organization rewards its functional managers for charging staff time to projects, then the project management team may need to implement controls to ensure that assigned staff members are being used effectively on the project. 18 NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST ACROYMNS LIST A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA Chapter 2--The Project Management Context Organization Structure Project Characteristics Project Manager's Authority Percent of Performing Organization's Personnel Assigned Full Time to Project Work Matrix Functional Weak Matrix Little or None Limited Balanced Matrix Low to Moderate 15 60% Strong Matrix Moderate to High 50 95% High to Almost Total 85100% Projectized Virtually None 0 25% Project Manager's Role Common Titles for Project Manager's Ro...
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This document was uploaded on 09/27/2013.
- Fall '13
- The American