BUS 4017 PROJECT MANAGEMENT

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BUS 4017 PROJECT MANAGEMENT

• Week 11 Agenda
• MS Project. Resource allocation
• Types of Project Organizations
• Project Close out (Termination) phase
• Review - Final Group Work

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Learning Objectives

• The characteristics of the three types of
  organization structures - functional -
  project - matrix
• The advantages and disadvantages of each

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Real World Example

• Vignette A Survey by Technical Pathways
• Results suggest the following project-oriented
  corporate policies
• Establish meaningful organizational objectives
• Include project responsibilities in job
  descriptions
• Use team-based performance reviews
• Establish career paths
• Organize programs into projects and subprojects
• Prioritize using project inventories
• Optimize personnel resources
• Coordinate inter-group transitions

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Real World Example

• Vignette Office Politics
• Organizational politics often play a major role
  in determining the outcome of a project.
• People from different departments within an
  organization often work, think, and react very
  differently.
• Unfortunately in many corporate systems there is
  often a focus on finding someone or some
  department to blame.
• Putting personal or departmental interests ahead
  of corporate goals doesnt work.
• Projects go smoothly when everyone knows the goal
  and their part in attaining it.

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Organizational Structures - authority ?
PM
MGR
MGR
TM
TM
TM
TM
TM
TM
TM
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Functional-Type Organization

• Used in businesses that sell and produce standard
  products.
• Groups consist of individuals performing the same
  function.
• Periodically undertake in-house projects.
• Team members can be assigned to the project.
• Team members continue regular functional jobs.
• Project manager does not have complete authority
  over team.

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Project-Type Organization

• Used in companies in the project business, not
  selling products.
• Work on multiple projects at a time.
• Project team is dedicated to one project.
• Project manager has complete authority over team.
• Each project team tends to be isolated.

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Matrix-Type Organization

• A mix of functional and project organization
  structures.
• Used in companies that work on multiple projects
  at a time.
• Provides project and customer focus.
• Retains functional expertise.
• Individuals can be assigned to various types of
  projects.

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Matrix-Type Organization (Cont.)

• Both project managers and functional managers
  have responsibilities.
• The Project Manager is the intermediary between
  customer and company.
• The Functional Manager decides how tasks will be
  accomplished.

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Functional Organization Advantages-disadvantages

• Reduces duplication and overlap of activities.
• Provides specialization and functional
  excellence.

• Can be insular.
• Teamwork is not emphasized.
• Decisions may be parochial.
• Structure can slow communication, problem solving
  and decision making.
• Lack of customer focus.
• Stronger allegiance to function than project

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Project Organization Advantages-Disadvantages

• Team has full control over resources.
• Organization is highly responsive to customer.

• Can be cost inefficient.
• Tendency to stretch out work during slow periods.
• Potential for duplication on concurrent projects.
• Low level of knowledge transfer.
• No functional home.
• People may be laid off at the end of the project.

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Matrix Organization Advantages - Disadvantages

• Allows efficient utilization of resources.
• Individuals can be moved among projects.
• Provides a core of functional expertise.
• Facilitates information flow.
• Team members can communicate with project and
  functional managers.
• Customer focused.

• Team members have a dual reporting relationship.
• A proper balance of power must be established
  between project and functional managers.
• Conflicts regarding priorities can arise between
  managers

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Pros and cons of different Org. structures
Type Proj. Matrix Functional
Pros Delegation easy Shared resources Economical

Cons. Expensive- Team Member 2 bosses Confusion for team members

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Problem solving Team Members

• Explain the deliverables
• Be clear about level of effort needed
• Help define obstacles and ways around them.
• Discuss with the Team as a whole
• Arrange one on one discussion time as needed.

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Conflict Resolution methods Team P. 339 Gido

• Conflict can be useful to help identify problem
  areas.
• Competing or forcing are not solutions
• Smoothing accommodates the differences but
  doesnt resolve
• Compromise resolves but only with a degree of
  satisfaction
• Collaborating, confronting and problem solve is
  best . Start with a win-win attitude.

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Turning on the Teams

• Show them the S.O.W. and how they fit in.
• Let the Team Member develop their WBS.
• Let them see the relationship of what they do on
  the Schedule relative to others
• Bring in the Sponsor to reiterate purpose
• Have Project Status Meetings use open Task
  Reports
• Update your Communication Plan

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Problem solving-staying on track

• 5 step solution for variances
• You might use last weeks 9 point problem solving
  plan to develop the solution

• Monitor - find symptoms
• Identify the source
• Develop a solution
• Implement it
• Update the project plan.
• Know the above 1-5

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Meeting tough deadlines.

• Statement of Work
• Project Plan
• Risk management
• Status Reports

• Be very clear about objectives
• Best use of resources crash the times
• Find the hi level and detailed risks -mitigate
• Get info. Raise the alarm and repeat until
  everyone is motivated.

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Project Close Out (Termination)Action within
your company. Gido and Clements p. P. 84-91

• Project review meetings. Communication
  effectiveness review
• Technical (quality), cost and schedule
  performance review
• Relationships teams/customer
• Lessons learned from project.
• Archiving documents
• Cash accountability, audits
• Future contracts and Networking
• Human Resources department

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Project Close Out customer related

• Problem solving methods as per today's
  P.Point's
• Outstanding issues on Issues Logs
• Outstanding changes on Change Logs
• Customer Evaluations completed
• Customer feedback-meetings and reports
• Sign off procedures re deliverables/legal
• Future work enquiry process

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Presentation content

• Final Presentations
• Would we buy your services?
• Talk about your experiences in developing the
  project. Tell of of the challenges and remedies
  for gathering and compiling information. Linkages
  between hi-level plans and the WBS and
  Responsibility Matrix?
• How the project was controlled?

• Final Project Group Work
• Select presentation order for Group for
• Wk. 12 and 13.

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Presentations

• Enthusiasm, energy, informative, interesting
• motivating and entertaining?
• Enunciation, articulation, projection
• Smooth transitions to next speaker.
• Deliverables match the customer requirements -
  identify how?

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Common mark deductions (X) and earned (good)
during presentations
Dont bunch . X Dont lounge. X Dont talk to team. X No Q A at end X Dont read P. Point. X
Hands in pockets X Passing notes X Disinterest. X Speaker steps fwd Good Use cue cards. Good
Introduce self- name. Good Eye contact with audience Good Vary voice good Project voice. Good Smile. Good





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Home Assignment

• Complete the Final Group Project written portion
  and hand in to Instructor at beginning of class
  in Week 12.
• If handed in late the maximum mark for each Group
  Member 50.
• No late individual contributions will be accepted
• If you miss your presentation-advanced Email
  notice or phone call to Instructor required plus
  medical or documented support SAP.