Download Project management

Software project management
Organizational Structures
Course Objectives
• Understand organizational structures
• Describe the organization structure’s influence
on management
• Understand the organizational culture aspects
• Slides adapted from K. Schwalbe
Software Projects Management
2
Understanding Organizations
Structural frame: Focuses on roles
and responsibilities, coordination
and control. Organization charts
help define this frame.
Ex. Functional, Projectized, Matrix
Human resources frame: Focuses
on providing harmony between
needs of the organization and needs
of people.
Political frame: Assumes
organizations are coalitions
composed of varied individuals
and interest groups. Conflict and
power are key issues.
Symbolic frame: Focuses on
symbols and meanings related to
events. Culture is important.
Ex. Opposants, shifting of power
towards project managers,
obtaining scarce resources
Ex. how people are recruited, used
and rewarded; how to find/allocate
the appropriate people for projects,
etc.
Ex. How the people dress, CEO
involvement in day to day
operations, how many hours to
work, international team mixture of
cultures
Software Projects
3 Management
Organizational Structures
• Functional
– Statically structured based on specialization: Engineering,
Marketing, Design, IT, etc
– P&L from production
• Project
– Dynamically structured based on project assignments:
Project A, Project B
– Income from projects
– PM has P&L responsibility
• Matrix
– Functional and Project based
– Strong, Weak, Balanced
Software Projects Management
4
Functional Organization
Software Projects Management
5
Functional organizations
•
•
•
•
•
•
•
•
•
Clear definition of authority inside functional areas
Eliminates duplication
Encourages specialization
Clear career paths
Can lack customer orientation
Create longer decisions cycles
Conflicts across functional areas
Project leaders have little power (political frame is important)
Ex. University, Govern
Software Projects Management
6
Project Organization
Software Projects Management
7
Project organizations
•
•
•
•
•
•
Unity of command
Efficient project management (quality, time, costs, scope)
Effective inter-project communication
Duplication of facilities
No well defined career path
Ex. Consulting companies, architectural companies, small to
medium size IT companies
Software Projects Management
8
Matrix Forms
•
•
•
•
Weak, Strong, Balanced
Degree of relative power
Weak: functional-centric
Strong: project-centric
Software Projects Management
9
Weak matrix
Software Projects Management
10
Balanced matrix
Software Projects Management
11
Strong matrix
Software Projects Management
12
Composite
Software Projects Management
13
Matrix organizations
•
•
•
•
•
•
Project integration across functional lines
Efficient use of resources
Retains functional teams
Two bosses for personnel
Complexity
Resource & priority conflicts
Software Projects Management
14
Functional, Project, and Matrix
Organizational Structures
Software Projects Management
15
Structure Influence on Projects
Project
Characteristics
Organizational Structure Type
Functional
Weak Matrix
Project manager’s
authority
Percent of
performing
organization’s
personnel assigned
full-time to project
work
Who controls the
project budget
Matrix
Balanced
Matrix
Low to
Moderate
15-60%
Project
Strong
Matrix
Moderate
to high
50-95%
High to
almost total
85-100%
Little or none
Limited
Virtually none
0-25%
Functional
manager
Functional
manager
Mixed
Project
manager
Project
manager
Project manager’s
role
Part-time
Part-time
Full-time
Full-time
Full-time
Common title for
project manager’s
role
Project
Coordinator/
Project Leader
Project
Coordinator/
Project
Leader
Part-time
Project
Manager/
Project
Officer
Part-time
Project
Manager/
Program
Manager
Full-time
Project
Manager/
Program
Manager
Full-time
Project management
Part-time
administrative staff
PMBOK Guide, 2000, 19, and PMBOK Guide 2004, 28.
Software Projects Management
16
Project Life Cycle and Organization
Structure
– Life cycle and agility
– Life cycle and PM authority
– Plan conflicts between functional departments
related to resource allocation
– Project size impact on organization: projectized
moving to functional
Software Projects Management
17
Organizational Culture
• Organizational culture is a set of shared
assumptions, values, and behaviors that
characterize the functioning of an organization
• Many experts believe the underlying causes of
many companies’ problems are not the
structure or staff, but the culture
Software Projects
Management
18
Ten Characteristics of Organizational
Culture
•
•
•
•
•
Member identity (loyalty)*
Group emphasis(teamwork)*
People focus (individual needs)
Unit integration(coordination)*
Control (overseeing)
• Risk tolerance(aggressivity,
innovation)*
• Reward criteria(correctness)*
• Conflict tolerance(communication)*
• Means-ends orientation(focus)
• Open-systems focus(adaptability)*
*Project work is most successful in an organizational
culture where these items are strong/high and other
items are balanced
Software Projects Management
19
Stakeholders Management
• Internal stakeholders and external stakeholders
• Project managers must take time to identify,
understand, and manage relationships with all
project stakeholders
• Using the four frames of organizations can help
meet stakeholder needs and expectations: also
evaluate external stakeholders’ organizations)
• Senior executives/top management are very
important stakeholders
Software Projects
20 Management
Top Management Commitment
• Availability of resources: money, people, visibility
• Approval for additional, unexpected needs:
bonuses, people, hardware, software, etc.
• Help with political issues while needing resources
from other functional areas
• Help with daily management operations
• Encourage the use of IT technologies
• Support the implementation of processes and
standards
Software Projects Management
21