Professional Documents
Culture Documents
Project Management
A Managerial Approach
Chapter 4
Project Organization
A third type, called a Matrix Organization is a hybrid of the two main types Each has advantages and disadvantages
Chapter 4-3
Chapter 4-9
Chapter 4-11
Chapter 4-16
Chapter 4-17
Disadvantages include:
Dissimilar groupings within the same accountability center tend to encourage overlap, duplication, and friction because of incompatibility of interests Conditions still exist that result in conflict between functional and project managers
Chapter 4-18
Must consider the nature of the potential project, the characteristics of the various organization options, the advantages and disadvantages of each, the cultural preferences of the parent organization, and then make the best compromise that can be made
Chapter 4-19
6. In light of items 1-5, and with full cognizance of the pros and cons associated with each structural form, choose a structure
Chapter 4-21
Chapter 4-24
Chapter 4-27
Interpersonal Conflict
The focus of conflict can often be related to the stage in the projects life cycle
When the project is first organized, priorities, procedures and schedules all have roughly equal potential to cause conflict During the buildup phase, priorities become significantly more important than any other conflict factor In the main program phase schedules are the most important cause of conflict followed by technical disagreements At the project finish, meeting the schedule is the critical issue
Chapter 4-28
Interpersonal Conflict
Conflict and the Project Manager
Most of the conflict on project teams is the result of individuals focusing on the project through the eyes of their individual discipline or department Conflict avoiders do not make successful project managers
On occasion, compromise appears to be helpful, but most often, gently confronting and resolving the conflict is the method of choice, for a win-win situation
Chapter 4-29
Summary
There are various organizational structures that can be used for projects including: Projects within functional organizations, pure
project, matrix, and mixed organizational structures
Selecting the appropriate project organizational form is critical to the success of the project
Chapter 4-30
Summary
A useful procedure for selecting an organizational form is:
Identify the specific outcomes desired Determine the key tasks to attain these outcomes Sequence the key tasks Determine which project subsystems will be assigned which steps and which subsystems must closely cooperate Identify any firm or project characteristics Consider all pros and cons, then make a decision
Chapter 4-31
Summary
Perfectionism, motivation, and conflict are often the major behavioral problems facing the project manager Sources of project conflict are often priorities and policies at first, schedule and technical problems during the main phase, and schedule and personal issues near termination
Chapter 4-32
Project Organization
Questions?
Chapter 4-33
Project Organization
Picture Files
Project Organization
Figure 4-1
Project Organization
Figure 4-2
Project Organization
Figure 4-3
Project Organization
Figure 4-4
Project Organization
Figure 4-5
Project Organization
Figure 4-7
Project Organization
Figure 4-8
Copyright 2000 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.
Project Organization
Table Files
Project Organization
Project Organization