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Functional Projectized
Organization Organization
Matrix
Organization
Functional org…
• A functional organization is the most common type of the
three.
A disadvantage of this type of structure is that the project manager has limited
authority and a limited career path.
- The matrix structure combines both the functional and projectized structures.
Each team member has two bosses; they report both to the functional manager
and the project manager.
- If the matrix is strong, the power resides more with the project manager.
- If the matrix is weak, the power resides more with the functional manager.
- Because of its complexity, this type of structure can lead to problems if it is not
used carefully and properly. Good communication is essential for success.
Two Bosses
Advantages of Matrix Structure
• Highly skilled and capable resources can be shared between the functional units
and projects, allowing more open communication lines which help in sharing the
valuable knowledge within the organization
• The matrix structure is more dynamic than the functional structure because it
allows employees to communicate more readily across the boundaries, creating a
good working and cooperative environment which helps in integrating the
organization
• Employees can learn and widen their skills and knowledge areas by participating
in different kind of projects. The matrix structure provides a good environment for
professionals to learn and grow their career
• In functional departments employees are very skilled, and project teams can get
these highly skilled employees whenever their services are needed
• A conflict may arise between the project manager and the functional manager
regarding the authority and power
• If the priorities are not defined clearly, employees may be confused about their role
and responsibility, especially when they are assigned a task which is different from
what they were doing
• If any resource is scarce there might be competition to use it, which may cause hostility
within the workplace and could affect the operation.
• It is generally seen that matrix organizations have more managers than required, which
make overhead cost high
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Roles & Responsibilities
• Sponsor
• PM
• Customer
• Project team
• SMEs(Subject Matter Experts)
Project Sponsor
• Identifies reasons for the project / Expected outcome /
Success
• Sets Time frames
• Helps in obtaining resources
• Remove barriers
• Clarify any role or responsibility issues
• Ensure that progress reviews occur after the schedule is
finalized
• Review the project team’s monthly report
• Keep the team focused on implementing the project
management process
• Participate in the project close-out
PM
• Define and manage customer expectations
• Coordinate development of the project plan
• Monitor and control project work according to the
approved plan
• Communicate project status by preparing status
reports and conducting progress review meetings
• Establish and follow a change management process
• Lead the project team and resolve conflicts between
team members
• Maintain the project notebook
• Conducting project close-out activities
PM’s Skill
• Leadership
• Communications
• Organizing
• Negotiating
• Managing conflict
• Motivating
• Controlling
• Team building
• Planning
• Directing
• Problem solving
• Coaching
• Delegating
• Supporting
Project Team
• Identify work tasks
• Estimate the duration of work tasks
• Help prepare the project network diagram Honestly
report work status
• Keep the project manager informed on project issues
• Attend scheduled progress review meetings
• Raise issues important to the project’s success
• Keep their functional managers updated
• Participate in the project close-out
PM Teams
• Dedicated. All or a majority of the project team members are
assigned to work full-time on the project. The project team
may be collocated or virtual and usually reports directly to the
project manager. This is the simplest structure for project
manager, as the lines of authority are clear and team members
can focus on the project’s objectives
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Power/Interest Grid
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Stakeholder Engagement Levels
• Unaware: Unaware of the project and its potential impacts
on them
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TUCKMAN’S MODEL/Ladder OF GROUP
DEVELOPMENT
Tuckman (1965) summarized the results of over fifty studies into the following
initially four stage model( later it was converted in five stages by Jensen 1977):
Stage 1
Form Characterized by testing and independence
Stage II
Storm Characterized by intra team conflict
Stage III
Norm Characterized by the development of team Bruce Tuckman
cohesion
Stage IV
Perform Characterized by functional role
effectiveness and interdependent
Stage V
Adjourn Characterized by releasing team
Influences that Help / Hurt Projects
Projects are more likely to succeed when project
managers influence people using:
Expertise
Knowledge
Work challenge
• Main Theories:
• Maslow’s Hierarchy of Needs
• McGregor’s Theory of X and Y
• Herzberg’s Theory
• David McClelland’s Theory of Needs
• ERG Theory
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Maslow’s Hierarchy of Needs (1943
. This can be understood by understanding the hierarchy of
needs by manager. The needs of individual serves as a
driving force in human behaviour.
• Hygiene Factors
• Poor hygiene factors may destroy motivation, but improving them, under most
circumstances, will not improve motivation
• Examples:
• Working conditions
• Salary
• Personal life
• Relationships at work
• Security
• Status
-These factors cause dissatisfaction if not present but don’t motivate workers to do more
[Ref: PMBoK 5th Edition (C) Project Management Institute,
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USA]
Powers of Project Manager
• Formal (legitimate)
• Based on position
• Reward
• Stems from giving rewards
• Penalty (coercive)
• Comes from ability to penalize team members
• Expert
• Comes from being the technical or project management
expert
• Referent
• Comes from another person liking you
[Ref: PMBoK 5th Edition (C) Project
Management Institute, USA]
Powers of Project Manager
• The best forms of power are EXPERT & REWARD
• PENALTY is the worst choice
• FORMAL, REWARD, and PENALTY are powers derived
from the project manager’s position in the company
• EXPERT power is earned on your own
• Hierarchical Charts
• Work breakdown structure (WBS)
• Organizational breakdown structure (OBS)
• Resource breakdown structure (RBS)
• Matrix-based Charts
• Responsibility Assignment Matrix (RAM)
• Responsibility, Accountability, Consult, Inform (RACI) Chart
• Text-Oriented Charts
• Position Descriptions/JDs 52
Organization Chart & Position Descriptions
The vertical bars represent the number of people needed in each skill
category and by stacking the columns , the total number of resources
required for each period can be represented.
Time
J F M A M J J A S
Design
Prototype
Test
Revise
Production
Project HR and
Communications
Management
LECTURE IV
Project HRM
o Project HRM include the processes that organize, manage and
lead the project team.
o The project team is comprised of the people with assigned roles
and responsibilities for completing the project.
o Project team members may have varied skill sets, may be
assigned full or part time, and may be added or removed from the
team as the project progresses.
o Project team members may also be referred as “project staff”.
o Although specific roles and responsibilities for project team
members are assigned, the involvement of all team members in
project planning and decision making is beneficial.
Project HRM
o Project HRM should consider and plan for the availability of or
competition of scarce resources.
o Team members can be from inside and outside the organization.
o Other projects may be competing for HR with same skill set.
o These factors can greatly affect project costs, risks schedules, and
quality .
Project Human Resource
Management Overview
Activity Resources
Requirements
Key Benefit: It results in improved teamwork, enhanced people skills and competencies,
motivated employees, reduced staff turnover rates, and improved overall project performance
• Resource Calendars
• Time period during which each project team member is available to work on
the project
• Resource Calendars identify the times when people are available to work on
the project, based on which, we can see when they can participate in team
development activities
Resource Calendars
It documents the time periods that each project team member is
available to work on the project.
• Examples:
• Honesty in communications
• Conflict resolution among team members
• When to inform the PM that he/she is having difficulty with an activity
• Meetings etiquettes
• Acceptable ways of interrupting
• Punctuality during meetings
• Authority of giving directions to vendors
• Speaking with higher authorities about the project
• Colocation
• Also called “tight matrix”
• Placing all (or most active) team members in the same physical
location
• Can include a team meeting room (or “war room”), notice boards,
schedule/sticky notes boards – for communication and sense of
community
• 360 Degree Performance Multi-source Feedback which involves evaluation by all the
members of the organization that are in connection with the person in question including
himself, his peers, sub-ordinates, supervisors and even the external customers. It usually starts
off with self-evaluation but afterwards all relevant supervisors, peers and sub-ordinates
evaluate the person in question. This is a modern tool in performance
evaluation.
Supervisor
Individual Staff
Peers Customers
Self-Assessment
Teams Teams
Sub-Ordinates
Manage Project Team
Conflict
Communication
Management
Negotiation Leadership
Manage Project Team Process – ITTOs
• Inputs
• HR Management Plan
• Project Staff Assignments
• Team Performance Assessments
• Issue Log
• Work Performance Reports
• Organizational Process Assets
• Outputs
• Change Requests
• Project Management Plan Updates
• Project Documents Updates
• Enterprise Environmental Factors Updates
• Organizational Process Assets Updates
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Detailed Discussion
Manage Project Team – Inputs (Cont’d…)
• Issue Log
• Issues arise in the course of managing a project team.
• Used to communicate issues on the project, assess the causes, their impact
on the project (scope/time/cost/risk) and corrective actions.
• Compromising – Bargaining (trade) and searching for solutions which attempt to bring
some degree of satisfactions to the conflicting parties in a dispute. Characterized by a “give
and take” attitude.
• Forcing – Exerting one’s point of view at the expense of another party. characterized by
competitiveness (a win-lose solution to a conflict)
• Confrontation – Facing the conflict directly; address the disagreement and utilize a
problem solving approach whereby parties work through their disagreements
Tools and Techniques: Conflict Management
Conflict Reduced by:
Ground rules
Better Communication
Group norms
Proper Definition of rules