PROJECT

MANAGEMENT

PROJECT MANAGEMENT
AUGUST 2020/NOVEMBER
2020
|
PROJECT ORGANIZATION AND
THE EFFECTIVE PROJECT
MANAGER

|
 PROJECT ORGANIZATION
• Organization is a social entity that has a
shared objective and has a link to the external
environment.

• The aim of the organization is to coordinate

the efforts of its workforce to achieve its objectives.

| 3
 PROJECT ORGANIZATION
DESIGNS/STRUCTURES
Organization designs come into being dependent on the
chain of control &authority, responsibility and type of
work.

Chain of control; Organizations hierarchy of reporting

relationships from the bottom to the top touching on a
company's line of authority and the decision making power.

Chain of Control looks into; company goals, tasks to

reach the goals,
departmentalization and relationships between positions.
Responsibility; Accountability of particular tasks
| 4
 CONT’D:PROJECT ORGANIZATION
DESIGNS/STRUCTURES

• Functional organization
• Project organization
• Matrix organization
 FUNCTIONAL ORGANIZATION
• Relies heavily on formal rules, procedures,
coordinated plans, budgets, segmented by department
and their functions.
• Works well in small organization.
• Functions broken down into different sections
depending on specialty.

The project manager's role is to ensure

execution of smooth processes and projects;
functional manager
however,
has the
the most power and makes the
final decisions.

| 6
FUNCTIONAL STRUCTURE

| 7
 PROJECTIZED ORGANIZATION
Projectized organization is a project focused
organizational structure where project manager has the
final authority over the project to make project
decisions, priorities, acquire and assign resources.

| 8
PROJECTIZED STRUCTURE

| 9
 MATRIX ORGANIZATION
Matrix Organization is a type of organizational structure in which people with
similar skills are pooled for work assignments and normally used in large
projects.

The structure combines both the functional and projectized structures

whereby each team member has two bosses ( functional and 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. The key is to find a balance in which the power is shared

equally.
| 10
MATRIX STRUCTURE

| 11
 EFFECTIVE PROJECT MANAGER
Core project leadership capabilities
• Visionary Leader
• Disciplined and Flexible
• Ability to develop people
• Ability to accurately assess situations
• Technical-Savvy

| 12
 EFFECTIVE PROJECT MANAGER
Essential skills

• 1.Communication

• 2.Persuasion and Influence; Influence, taking time to

win someone to work towards a certain line

• Persuasion using coercion to get people to work

towards a certain line

• 3.Negotiating, 4.Leading Productive Team

Meetings

• 5.Conflict Management, 6.Motivating the Team

| 13
 EFFECTIVE PROJECT MANAGER
Communication in project environments
The greatest threat to many projects is a failure to
communicate.
The integral element in communication is the art to
listen. Tips for Listening;
• Focus on the speaker
• Listen with empathy
• React to the speaker-smile, nod etc
• Finish listening before you begin speaking
• Ask questions to clarify the intended meaning

| 14
 COMING UP WITH A
COMMUNICATIONS STRATEGY

• Determine the objective; what would you like to

accomplish?
• Have a clear picture of the audience. To whom are
you directing the message? Do you know your
audience?
• Use a suitable communication channel
• Develop the communication; go through your
message. Does it say what you want to communicate?

| 15
 PRESENTING THE MESSAGE
• Practice
• Be organized
• Strive for good use of voice
• Maintain eye contact with the audience
• Use gesture and movement to keep the audience
attention
• Pace the presentation
• Give room for questions, answers and
clarifications

| 16
 PERSUASION AND INFLUENCE
• Persuasion is the act of convincing someone to
do what you want them to do.

• Influence is the power to cause changes to someone

without directly forcing them.

Why is influence and persuasion particularly important

to project managers?

| 17
 PROJECT TEAM MEETINGS

• Meetings are one of the most important venues

for project communication.

• The project manager has a major responsibility for

making sure meetings offer value for all concerned
and for the project.

| 18
WHAT HAPPENS IN MEETINGS
• Content: The “what” of a team meeting – the agenda
at hand.

• Process: The methods, procedures, format and tools

used to facilitate a team meeting.

• Interactions: The interpersonal dimension – the

communication patterns, group dynamics, and group
climate.

| 19
 CONFLICT MANAGEMENT
A conflict is a state of mismatch in ideas of two or more
individuals. An interaction that differs in perception,
ideas, preferences etc.

Conflict Management is the art of handling conflict in a

fair and efficient manner.

| 20
 SOURCES OF CONFLICTS

• Goals

• Personality conflicts

• Scarce resources

• Styles

• Values

| 21
 DEALING WITH CONFLICT; THE
CONFLICT TABLE

I WIN I LOSE
YOU WIN WIN-WIN LOSE-WIN
YOU LOSE WIN-LOSE LOSE-LOSE

| 22
 CONFLICT RESOLUTION STYLES

• Competition (win-lose situation) Does not rely on

cooperation with the other party to reach outcome

• Accommodation (win-win situation) Put

relationships first, ignore issues, and try to keep peace
at any price

• Avoidance (lose-lose situation) Avoid the conflict

entirely or delay their response instead of voicing
concerns

| 23
 CONT’D
• Compromise (lose-lose situation) Considered an easy
way out when you need more time to collaborate to
find a better solution.

• Collaboration (win-win situation) Assert own views

while also listening to other views and welcoming
differences

| 24
 WHICH ONE IS BEST??
“Two heads are better than one.” (Collaborating)
“Kill your enemies with kindness.” (Accommodating)
“Split the difference.” (Compromising)
“Leave well enough alone.” (Avoiding)
“Might makes right.” (Competing)

| 25
 RESOLVING CONFLICT
• Promise privacy

• Avoid blame

• Encourage feedback

• Agree on action plan

• Listen actively

| 26
 MOTIVATING THE TEAM
• Intrinsic Motivation: causes people to participate in
an activity for their own enjoyment.
People might become intrinsically motivated to participate
in a project because it offers a challenge, is interesting,
involves team members with whom the person enjoys
working, or presents a learning opportunity.
• Extrinsic Motivation: causes people to do something
for a reward or to avoid a penalty.
Extrinsic project motivators can be either negative or
positive: a bonus offered for successful completion, fear of
losing one’s job, or an opportunity for promotion or
recognition, all offer examples.

| 27
QUESTIONS AND
ANSWERS