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Organizations and Organizations and Project Management Project Management

Organizations and Project Management

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Page 1: Organizations and Project Management

Organizations and Project Organizations and Project ManagementManagement

Page 2: Organizations and Project Management

OutlineOutline

SystemsOrganizationsOrganizational structureOrganizational cultureLeadership & Management

Page 3: Organizations and Project Management

Systems: sets of interacting components working within an environment to fulfill some purpose.

Systems analysis: a problem solving approach that requires defining the scope of the system, dividing it into components, and then identifying and evaluating problems, opportunities, constraints, and needs

Systems Management: managing the business, technological, and organizational issues associated with creating, maintaining, and changing a system◦ How does this relate to the course project?

SystemsSystems

Page 4: Organizations and Project Management

OrganizationsOrganizationsTwo or more people working

together to achieve something (that often cannot be accomplished alone)

Shared ◦vision?◦mission?◦values?

Page 5: Organizations and Project Management

Organizational structureOrganizational structureSystem of relations, governing

activities of employees, reliant upon one another to meet common goals

Embedded in position descriptionsPictured in position relationships

shown on organizational chartsRevealed in distribution of

authority and communication channels

Page 6: Organizations and Project Management

Organizational structureOrganizational structureSince it is based upon

relationships, it changes, even when it looks fixed

Varies from the simple to complexCan be formal or informalMay be centralized or

decentralizedMarked by specialization and

coordination

Page 7: Organizations and Project Management

Ex. Functional StructureEx. Functional Structure Hierarchies

◦ Top Level Management◦ Middle Level Management◦ Floor Supervisors◦ Floor Workers

Horizontal and vertical components Also Distinguished by:

◦ Governing rules –often rigid◦ Specialized functional units◦ Division of labor◦ Chain of command

Authority: right of supervisor to direct subordinates; flows from chain of command; vested in position, not person

Power: ability to influence the behavior of others; may derive from: management, ability to reward, expertise, and/or respect

Examples?

Page 8: Organizations and Project Management

Ex. Project Organization Ex. Project Organization StructuresStructuresHierarchies

◦ Groups/teams still report to managers up the hierarchy (ex. Portfolio manager, area manager, CEO, etc)

Staff have varied skills to complete jobsOften provide services to other

organizations ◦ Ex. IT consulting firms, engineering firms,

service contractors, architectural firms, audit/accounting/management firms

What about the middle ground? ◦ Matrixed organizations

Page 9: Organizations and Project Management

Organizational CultureOrganizational CultureNot a model for management but a

theory that explains workplace behavior

Often operates unconsciously but guides action and affects ability to change

Exists alongside formal organizational structure, can be at odds with it

Learned responses of an organization in adapting to an external environment and integrating internally its experiences

Page 10: Organizations and Project Management

Elements of Organizational Elements of Organizational CultureCultureSymbols: décor, signs, clothing Language: use of terminologyStandards of behavior: meetingsSlogans: sayingsHeroes: those who embody the

cultureMythology: stories that are repeatedCeremonies: special events,

celebrations

Page 11: Organizations and Project Management

Levels of Organizational Levels of Organizational CultureCultureUnderlying assumptions

◦Unspoken and unconscious but guide action

Espoused values◦Stated in mission, ethical codes, etc.

Artifacts◦Visible evidence of assumptions in

behavior, rituals, myths, etc.

Page 12: Organizations and Project Management

StakeholdersStakeholdersStakeholders – people involved in

or impacted by the projectProject teams must have an

understanding of the project stakeholders◦Must understand the organization

and the client’s stakeholders if they will be impacted by the IT project

Page 13: Organizations and Project Management

Leadership and Leadership and Management stylesManagement styles

Think of a manager you worked for and how s/he treated subordinates:

Did s/he build team spirit? Did s/he monitor work closely? Did s/he punish mistakes?Did s/he permit you to share in goal

setting and decision-making?