Professional Documents
Culture Documents
OUTLINES
Understand how effective project management
contributes to achieving strategic objectives
Recognize three components of the corporate
strategy model: formulation, implementation,
and evaluation.
See the importance of identifying critical project
stakeholders and managing them within the
context of project development
OUTLINES (Cont.)
Recognize the strengths and weaknesses of
three basic forms of organizational structure and
their implications for managing projects
Understand how companies can change their
structure into heavyweight project organization
structure to facilitate effective project
management practices
Identify the characteristics of three forms of
project management office (PMO)
OUTLINES (Cont.)
Understand key concepts of corporate culture
and how cultures are formed
Recognize the positive effects of a supportive
organizational culture on project management
practices versus those of a culture that works
against project management.
2-4
Introduction
Organizations strategy, structure and culture are integral
parts that create environment in which a project is to be
operated.
2-6
2-8
to reengineer products or
processes.
improve cross-organizational
communication & efficiency
Relationship of Strategic
Elements
Mission
Activity:
Write strategic elements of your
organisation/company.
Objectives
Strategy
Goals
Programs
2-11
Stakeholder Management
2-12
Stakeholder Management
Stakeholders are all individuals or groups who have
an active stake in the project and can potentially impact,
either positively or negatively, its development.
Sets of project stakeholders include:
Internal Stakeholders
Top management
Accountant
Other functional managers
Project team members
External Stakeholders
Clients
Competitors
Suppliers
Environmental, political, consumer,
and other intervenor groups
Project
Client
s
Fig 2.3
Parent
Organi
zation
Manager
Accou
ntant
Extern
al
Enviro
nment
Top
Manag
ement
Projec
t
Team
External Stakeholders
Client
Concerned with the duration of receiving the project
Seek the right to make suggestions and request
alternations in project features
Result-oriented without overly involvement in project
running
Difficult to raise additional expenditure to client
May consist of a number of interest conflict clients
Communication must be done in business languages to
suit various clients.
2-15
Competitors
Suppliers
Intervenor groups
Internal Stakeholders
Top management
Accounting
Functional managers
2-17
Project Stakeholder
Management Cycle
Identify
Stakeholders
Implement
Stakeholder
Management
Strategy
Predict
Stakeholder
Behavior
Fig 2.4
Gather Information
on Stakeholders
Project
Management Team
Identify
Stakeholder
Strategy
Identify
Stakeholders
Mission
Determine
Stakeholder
Strengths &
Weaknesses
Organizational Structure
Activity:
Draw organizational chart of your previous
organization/company.
How many levels are there between fresh graduate
engineer and the top management?
2-19
Organizational Structure
Consists of three key elements:
1. Designates formal reporting relationships
number of levels in the hierarchy
span of control
2. Groupings of:
individuals into departments
departments into the total organization
3. Design of systems for
effective communication
coordination
integration across departments
2-22
Weaknesses
1. Functional siloing
4. Project team members remain 4. Projects may be subconnected with their functional
optimized
group
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2-25
Weaknesses
2-27
Weaknesses
1. Suited to dynamic
environments
02-31
Figure 2.10
Forms of PMOs
Weather station monitoring and tracking
Control tower project management is a skill to
be protected and supported
Resource pool maintain and provide a cadre of
skilled project professionals
02-34
Organizational Culture
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2-36
Organizational Culture
The unwritten rules of behavior, or norms that are used to shape
and guide behavior, is shared by some subset of organization
members and is taught to all new members of the company.
Technology
Environment
Geographical location
Reward systems
Rules and procedures
Key organizational members
Critical incidents