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Information Technology Project
Management – Fourth Edition
By Jack T. Marchewka
Northern Illinois University
Power Point Slides by Gerald DeHondt
Grand Valley State University
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Copyright 2012 John Wiley & Sons, Inc.
The Human Side of Project
Management
Chapter 4
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Learning Objectives
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Describe the three major types of formal
organizational structures: functional, pure project, and
matrix.
Discuss the advantages and disadvantages of the
functional, pure project, and matrix organizational
structures.
Describe the informal organization.
Develop a stakeholder analysis.
Describe the difference between a work group and a
team.
Describe and apply the concept of learning cycles and
lessons learned as a basis for knowledge management.
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PMBOK® Area – Project Human
Resources Management
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Develop Human Resource Plan
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Acquire Project Team
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Confirms that specific human resources will be available to work on the
project
Develop Project Team
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Creating a staff management plan that identifies and documents the
reporting relationships as well as each team member’s role,
responsibility, and required skills
The processes to improve the competencies of the project team, their
interactions, and the overall team environment
Manage the Project Team
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The tracking of the project team’s performance, providing feedback,
resolving interpersonal issues, and managing organizational change
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The Formal Organization
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Formal groupings & specializations
Published Lines of
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Authority
Responsibilities
Reporting Relationships
Communication
Decision-Making
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Organization and Project Planning
Organizational Structure
Figure 4.1
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The Functional Organization
Figure 4.2
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The Functional Organization
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Advantages
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Increased Flexibility
Breadth & Depth of
Knowledge &
Experience
Less Duplication
Disadvantages
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Determining Authority
& Responsibility
Poor Response Time
Poor Integration
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The Project
Organization
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The Project-Based Organization
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Advantages
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Clear Authority &
Responsibility
Improved
Communication
High Level of
Integration
Disadvantages
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Project Isolation
Duplication of Effort
“Projectitis”
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The Matrix Organization
Figure 4.4
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The Matrix Organization
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Advantages
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High Level of
Integration
Improved
Communication
Increased Project Focus
Disadvantages
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Potential for conflict
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Unity of Command can
be violated
Poor Response Time
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While the formal organizational
structure tells us how individuals
or groups within an organization
should relate to one another, it
does not tell us how they actually
relate.
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The Informal Organization
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Bypasses formal lines of communication & authority
Power is determined by how well one is connected in
the informal network – i.e., the “grapevine”
Can be more complex than the formal organization
because relationships are established from positive
and negative relationships over time
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Stakeholders
Individuals, groups, or even
organizations that have a “stake”
or claim in the project’s (successful
or unsuccessful) outcome
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Stakeholder Analysis Process
Develop a list of stakeholders who have an
interest in the successful or unsuccessful
outcome of the project
Identify the stakeholder’s interest in the project
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“+1” for positive interest
“0” for neutral
“-1” for negative interest
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Stakeholder Analysis
1.
2.
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Determine the degree of influence each
stakeholder has on a scale of 0 (no influence) to 10
(can terminate the project)
Define a role for each stakeholder – e.g., champion,
consultant, decision maker, ally, rival, foe, etc.
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Stakeholder Analysis
1.
2.
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Identify an objective for each stakeholder – e.g.,
provide resources, guidance, expertise, acceptance,
approval, etc.
Identify a strategy for each stakeholder – e.g., build,
maintain, improve, re-establish the relationship
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Stakeholder
Interest
Influence
Hirem N. Firem
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Competition for resources
with other functional
managers
Project Sponsor
and Champion
Provide
resources,
approvals,
and public
support for
the project
To maintain ope
communication
so that political
landmines can b
avoided
Dee Manitger
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Resources not made available
as promised by functional
managers
Project Manager
Lead and
manage the
project so
that it
achieves its
MOV
Work closely
with project
stakeholders an
project team
Project Team
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This project will change a
number business processes.
Affected users may resist
change by withholding
information
Steve Turner –
Network
Administrator
Shedelle Bivits –
Systems Analyst
Corean Jenkins –
Programmer/DBA
Myra Dickens –
Inventory Analyst
Provide
expertise to
complete the
project work
Support project
team with
adequate
resources while
minimizing
distractions
I. Will Sellit
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As the marketing manager,
Sellit is not pleased that this
project was chosen over his
proposed project. May
withhold promised resources
Build and
maintain best
possible
relationship
to minimize
attempts to
divert
resources
Maintain open
communication.
Use project
sponsor’s
influence as
necessary
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Potential
Conflicts
Role
Foe
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Objective
Strategy
The Project Team
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The Roles of the Project Manager
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Managerial role
Leadership role
Attributes of a successful project manager
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ability to communicate with people
ability to deal with people
ability to create and sustain relationships
ability to organize
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The Wisdom of Teams -
Jon R. Katzenbach
Douglas K. Smith
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Work Groups
Pseudo Teams
Potential Teams
Real Teams
High Performance Teams
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Work Groups
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Members interact to share information, best
practices, or ideas
No shared performance goals (individual
performance)
No joint work-products
No mutual accountability
Viable in many situations
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E.g., study group
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Teams
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Bring complementary skills & experience
Jointly defined clear goals & approaches improve
communication
Improve decision-making
Have more fun
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Real Teams
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Small number of people
Complementary skills
Committed to a common purpose
Common goals
Common approach
Hold themselves accountable
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Pseudo Teams
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Weakest of all groups
Not focused on collective performance (& not trying
to achieve it)
No interest in shaping a common purpose
Confusion & dysfunctional behaviours
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Potential Teams
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Significant performance potential
Requires more clarity about purpose, goals, workproducts, and common approach
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High Performance Teams
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Meet all the conditions of a real team
PLUS:
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Members are deeply committed
Perform above all reasonable expectations
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Vital Signs for Evaluation
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6 Project Team Basics
Themes & Identity
Enthusiasm & Energy Level
Event-Driven Histories
Personal Commitment
Earned Membership
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Team Leader (Project Manager)
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Acts To:
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Creates the Project Environment
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Clarify purpose & goals
Build commitment & self confidence
Strengthen team’s collective skills
Remove external obstacles
Create opportunities for others
Work space
Team culture and values
Project administration
Ethical Conduct
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A Learning Cycle Approach to
Project Management
An Agile Project Management Approach
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Learning Cycles
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Derived from
educator/philosopher John
Dewey (1938)
Used to describe how
people learn (Kolb, 1984;
Honey & Mumford, 1994)
Can be applied to project
teams (Jeris, 1997; Redding,
2000).
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Inc.
Traditional Teams
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Accept background information at “face-value”
Approach projects in logical, linear fashion
Provide run-of-the-mill solutions
Solutions remain within the original “frame” or how the
problem was originally presented to them
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Radical Teams
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Do not accept issues & tasks at their “face value”
The way the problem is defined may very well be the
problem
Unquestioned assumptions are surfaced & challenged
Only by digging below the surface can we get to the
“root” so that a meaningful solution can emerge
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A Learning Cycle
Figure 4.6
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Example of a Team Learning Record
What we know
(Facts)
What we think we know
(Assumptions)
What we don’t know
(Questions to be
Answered)
Company has too much
inventory on hand
It may be an efficiency
problem
Cost of maintaining current
inventory is becoming
prohibitive
Management believes an new What are the current levels
information system will
of inventory?
improve efficiency and
therefore lower inventory
levels
Inventory turnover needs to
be increased
Why are inventory levels so
high?
What is the desired level of
inventory?
Figure 4.7
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An Example of an Action Plan for Team
Learning
Who?
Does What?
Shedelle and Steve
Interview sales team to
understand past, current, and
future trends for the company’s
product.
Tuesday
Myra
Provide a detailed count of the
current physical inventory on
hand.
Thursday
Research potential inventory
management system commercial
packages
Thursday
Corean
Steve
Research average inventory
levels for the industry
Figure 4.8
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By When?
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Wednesday
Team Learning Cycles over the Project
Life Cycle
Figure 4.9
Each cycle provides
the opportunity to
challenge framing assumptions,
create new understanding &
find radical solutions
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Assessing Team Learning
Speed
Breadth
(Impact)
Depth
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The Project Environment
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A place to call home
Technology
Office supplies
Culture
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What is expected from
each team member?
What role will each
team member play?
How will conflicts be
resolved?
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Example of a Project Team Charter
Figure 4.10
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