ProjectMangementModule2_CultureSatya

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Project Management Structures (1)

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Challenges to Organizing Projects The uniqueness and short duration of projects relative to ongoing

longer-term organizational activities

The multidisciplinary and cross-functional nature of projects creates

authority and responsibility dilemmas.


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Choosing an Appropriate Project Management

Structure The best system balances

the needs of the project

with the needs of the

organization.


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Organizing Projects: Functional organization

Different segments of the project are delegated to respective functional units.

Coordination is maintained through normal management channels.

Used when the interest of one functional area dominates the project or one functional area has a dominant interest in the project’s success.

Functional Organizations

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FIGURE 3.1

Functional Organization of Projects

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Advantages

No Structural Change

Flexibility

In-Depth Expertise

Easy Post-Project

Transition

Disadvantages

Lack of Focus

Poor Integration

Slow

Lack of Ownership

Project Management Structures(cont’d)

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Organizing Projects: Dedicated Teams

Teams operate as separate units under the leadership of a full-time

project manager.

In a projectized organization where projects are the dominant form

of business, functional departments are responsible for providing

support for its teams.

Dedicated Project Team

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FIGURE 3.2

Project Organization: Dedicated Team

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Advantages

Simple

Fast

Cohesive

Cross-Functional

Integration

Disadvantages

Expensive

Internal Strife

Limited Technological

Expertise

Difficult Post-Project

Transition

Project Organizational Structure

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FIGURE 3.3


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Organizing Projects: Matrix Structure

Hybrid organizational structure (matrix) is overlaid on the

normal functional structure. Two chains of command (functional and project)

Project participants report simultaneously to both functional and project

managers.


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Matrix structure optimizes the use of resources. Allows for participation on multiple projects while performing

normal functional duties

Achieves a greater integration of expertise and project requirements

Matrix Organization Structure

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FIGURE 3.4

Division of Responsibilities in a

Matrix Structure

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TABLE 3.1

Project Manager Negotiated Issues Functional Manager

What has to be done? Who will do the task? How will it be done?

When should the task be done? Where will the task be done?

How much money is available to Why will the task be done? How will the project involvement

do the task? impact normal functional activities?

How well has the total project Is the task satisfactorily How well has the functional

been done? completed? input been integrated?

Different Matrix Forms (Functional)

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Functional (also Weak or Lightweight) Form Matrices in which the authority of the functional manager

predominates and the project manager has indirect authority

Different Matrix Forms (Balance)

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Balance (or Middleweight) Form The traditional matrix form in which the project manager sets the

overall plan and the functional manager determines how work to be

done

Different Matrix Forms (Strong)

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Strong (Heavyweight) Form Resembles a project team in which the project manager has broader

control and functional departments act as subcontractors to the

project

Project Organization: Matrix Form

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Advantages

Efficient

Strong Project Focus

Easier Post-Project

Transition

Flexible

Disadvantages

Dysfunctional Conflict

Infighting

Stressful

Slow

Rated Effectiveness of Project

Structures by Type of Project

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FIGURE 3.6

Source: Larson, E. W., and Gobeli, D. H., “Matrix Management: Contradictions and

Insights,” California Management Review, vol. 29, no. 4 (Summer 1987), p. 137.

Choosing the Appropriate Project

Management Structure

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Organization (Form) Considerations

How important is the project to the firm’s success?

What percentage of core work involves projects?

What level of resources

(human and physical)

are available?

Choosing the Appropriate Project

Management Structure (cont’d)

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Project Considerations

Size of project

Strategic importance

Novelty and need for innovation

Need for integration (number of departments involved)

Environmental complexity (number of external interfaces)

Budget and time constraints

Stability of resource requirements

A little story about culture…

3/13/2014PM Larson & Gray chapter 3 Version 3.123

http://www.wpclipart.com/food/fruit/banana/banana_peeled.png







(harvest of) Definition(s)

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1. Refers to a common frame of reference widely shared by members of an organization

2. Is something acquired by these people and taught to newcomers

3. Emphesizes what is unique to the organization

4. Has an enduring quality

5. Has symbolic significance and surfaces in observable ways

6. Has an invisible motive force

7. Is modifiable, but that’s hard

Evolution & Replication

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Organization

culture

FILTER

Selection process

Socialization processes•Peer pressure

•Role models

•Rewards

•Punishments

•Training, development

•Rites, rituals, ceremonies

•Reaction to crisisses

Culture & Project Management

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http://www.bola.biz/culture/harrison.html

Culture Management

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Socialization

Manage symbols

Change reward systems

Add new members

Implement culture shock

Change the top people

People involvement

International Aspects of Culture

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Cultural dimensions, HofstedePower distance

Uncertainty avoidance

Individualism

Masculinity

Long term orientation

Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster."Prof. Geert Hofstede, Emeritus Professor, Maastricht University.

http://www.geerthofstede.com/

http://www.geert-hofstede.com/

Example 1 The netherlands

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http://www.geert-hofstede.com/hofstede_netherlands.shtml

Example 2 Belgium

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Example 3 Germany

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Cultural Clusters in the World,

mental images & concepts

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Network Netherlands, Scandinavia Consensus

Family Asia Loyalty and Hierarchy

Pyramid Latin America, Greece Slavic countries Loyalty,

hierarchy and implicit order

Solar system France and Latin-language countries Hierarchy

and impersonal bureaucracy

Machine Germany, Switzerland, Austria Order

Organizational Culture

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Organizational Culture Defined

A system of shared norms, beliefs, values, and assumptions which

bind people together, thereby creating shared meanings

The “personality” of the organization that sets it apart from other

organizations.

Provides a sense of identify to its members

Helps legitimize the management system of the organization

Clarifies and reinforces standards of behavior

Key Dimensions Defining an

Organization’s Culture

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FIGURE 3.7

Identifying Cultural Characteristics

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Study the physical characteristics of an organization.

Read about the organization.

Observe how people interact within the organization.

Interpret stories and folklore surrounding the organization.

Organizational Culture Diagnosis

Worksheet

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FIGURE 3.8

Implications of Organizational

Culture for Organizing Projects

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Navigating Organizational Cultures:Working Upstream or Downstream? Interactions with

The culture of the country/region/people Hofstede!

the culture and subcultures of the parent organization

the project’s clients or customer organizations

Other organizations connected to the project

Cultural Dimensions - Organization

Supportive of Project Management

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FIGURE 3.9

3/13/2014PM Larson & Gray chapter 3 Version 3.139

The influence of

different cultures on

international negotiation

in project management

An example of the American and Japanese culture

Big Challenge for Culture

Management: Negotiation

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Negotiation is one kind of problem-solving process – one in which people attempt to reach a joint decision on matters of common concern in situation where they are in disagreement or conflict

However before actual entering a cross cultural negotiation, business man should be aware of what culture means and how different cultures can influence or even hinder the negotiation process.

Scope: Three Main Conpoments

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1. Low-context vs. High-context culture

2. Non-verbal communication

3. Business etiquette

High context vs. Low context (Japan

vs. USA)

High-context communication is one in which most of the information

exists in the context or is internalized in the people communicating,

whereas in low-context communication most of the information lies

in explicit codes.

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Influence of Culture on Negotiations This figure is a perfect visualization of the cultural differences. The blue part represents

the western culture, and the red part the Asian culture.

Americans are very direct (speaking up their mind and approaching a problem) and not

relationship oriented. The Japanese culture allegorizes the complete opposite, meaning

that a relationship is a prerequisite for a negotiation.

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Non-verbal Communication

People use to communicate more nonverbally rather than

verbally

- non-verbal communication ± 90%

- verbal communication ± 10%

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Eye Contact

USA

“Never trust a person who

doesn't look you in the

eyes”

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JAPAN

Looking straight in the eyes

is considered rude

Smile

JAPAN

Smiling can mean …

Laughing is acceptable, but

frowning is not

USA

Americans smile

freely at strangers

in public places

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Gestures and postures

JAPAN

• Japanese try to avoid

showing their emotions in

public

• Most famous gesture is

bowing

USA

• Americans are not touch

oriented

• They are very free in

behavior

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Gesture & Posture Meaning

Text JAPAN USA

Thumb and forefinger form a circle

with the other three fingers spread

upward

OK-sign in Japan it means “money" or "give me

change in coins"

OK or Yes of Fine

Thumb up with a close fist Meaning can be father, boss or superior

While counting it means five

Approval or Good job or well done

Crossing the fingers This means “dirty” Good luck

Raising your hand with the forefinger

above your head

Considerably rude Asking for attention

Turn palm down and scratch Come Go away

Turn palm up and wave It is rude to do this in Japan Come

Eye closed You’re listening, paying attention Bored or sleepy

Business Etiquette

“Politeness, sensitivity and good manners are the pillars of business

etiquette“

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JAPAN

Japanese business etiquette is

more formal

USA

USA business etiquette is

informal

Greeting

USA

• Handshake is the common

greeting

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JAPAN

• Bowing is most common

• Do not misunderstand a

weak handshake

Exchange of Business Card

USA• Business cards are exchanged

without formal ritual

• Wait for a request for your

business card from a person of

higher rank

• Show that you are interested

• Keep cards clean and crisp

• It is common to put card in the

wallet, which may then go in

the back pocket of their

trousers, what is not perceived

as an insult

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JAPAN• Exchange business card at the

first meeting

• Present your card nicely

• Treat the business card with

respect

• Never write any notes on the

business card

• Put the business cards you

received in a business card case

Conclusion Cultural differences are ubiquitous

"Being successful in intercultural communications and interactions does

not require you to “go native” and change your fundamental perspective"

Best way to prepare → live in the other culture

It is more likely and easier to achieve a matching negotiation

outcome, if all parties have been socialized in a similar culture

environment

Fully understand other cultures - turn this understanding into own

advantages and prevent mistakes

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Importance of Good Communications

The greatest threat to many projects is a failure to communicate

Research shows that IT professionals must be able to communicate

effectively to succeed in their positions

Strong verbal skills are a key factor in career advancement for IT

professionals

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What is Project Communications

Management?

The goal of project communications management is to ensure

timely and appropriate generation, collection, dissemination,

storage and disposition of project information

It provides the critical links among people, ideas and information

that are necessary for success

Everyone involved in the project must understand how the

communications in which they are involved can affect the project

as a whole.

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Project Communications Management

Processes

Communications planning: determining the

information and communications needs of the

stakeholders

Information distribution: making needed

information available in a timely manner

Performance reporting: collecting and

disseminating performance information

Administrative closure: generating, gathering,

and disseminating information to formalize

phase or project completion

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Communications Planning Communication planning involves determining the information

and communication needs of the stakeholders, when they will

need it, how it will be given to them, and by whom

The main input to this process is communication requirements,

which includes information such as:

project organization and stakeholder responsibility relationship

disciplines, departments, and specialties involved in the project

number of people involved and their location

The main tool for this process is a stakeholder analysis for project

communications

The main output is a communications management plan - a

document that guides project communications

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Communications Management Plan

A description of a collection and filing structure for gathering and storing

various types of information - organizing documents

A distribution structure describing what information goes to whom, when, and

how. Do executives receive different formats of status report?

A format for communicating key project information. Is there a template for

preparing status report? Hard copy or e-mail?

A project schedule for producing the information. Do stakeholders know when

to expect status report?

Access methods for obtaining the information - who can see what documents,

what information is online, etc.

A method for updating the communications management plans as the project

progresses and develops. Who will update?

A stakeholder communications analysis. What kinds of information will be

distributed to which stakeholder?

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Sample Stakeholder Analysis for

Project Communications

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Stakeholders Document Name Document

Format

Contact Person Due

CustomerManagement

Monthly StatusReport

Hard copy Gail Feldman,Tony Silva

First of month

CustomerBusiness Staff


Hard copy Julie Grant,

Jeff Martin

First of month

CustomerTechnical Staff


E-mail Evan Dodge,

Nancy Michaels

First of month

InternalManagement


Hard copy Bob Thomson First of month

InternalBusiness andTechnical Staff


Intranet Angie Liu First of month

TrainingSubcontractor

Training Plan Hard Copy Jonathan Kraus 11/1/1999

SoftwareSubcontractor

SoftwareImplementationPlan

E-mail Barbara Gates 6/1/2000

Suggestions for Improving Project

Communications

Good communication is vital to the management and

success of a project

Applying few methodologies can improve

communication. They are:

Resolve conflicts effectively

Develop better communication skills

Run effective meetings

Use templates for project communications

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Developing Better Communication

Skills

Most information technology professional enter the field

because of their technical skills, however, most find that

communication skills are the key to advancing their career

Most companies spend a lot of money for technical training,

some other do for both technical and communication skills

Senior management needs to have high standards for

presentations, reporting, and behavior towards others

Allocation of time for report or presentation preparation,

meeting with customers, and assisting when necessary, are

important

Communication can be improved through proper planning,

support, and leadership form management 3/13/201462

Running Effective Meetings A well-run meeting can be a vehicle for fostering team building

and reinforcing expectations, roles, relationships, and

commitment to the project.

A poorly run meeting can have a detrimental effect on a project

Some guidelines for improving meetings:

Define the purpose and intended outcome of the meeting

Determine who should attend the meeting

Provide an agenda to participants before meeting

Prepare handouts, visual aids, and logistics

Run meetings professionally: have ground rules, control time, encourage

participation, summarize key issues, clarify decisions and actions, and have

minutes takes

Make meetings fun with some activities

Avoid meetings when not necessary 3/13/201463

Use Templates: Sample Template

for a Monthly Progress Report

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I. Accomplishments for Month of January (or appropriate month):

Describe most important accomplishments. Relate to project's Gantt chart

Describe other important accomplishments, one bullet for each. If any issues wereresolved from the previous month, list them as accomplishments.

II. Plans for February (or following month):

Describe most important items to be accomplished in the next month. Again relateto the project's Gantt chart.

Describe other important items to accomplish, one bullet for each

III. Issues: Briefly list important issues that surfaced or are still important. Managershate surprises and want to help the project succeed, so be sure to list issues.

IV. Project Changes (Date and Description): List any approved or requestedchanges to the project. Include the date of the change and a brief description.

Outline of a Final Project

Documentation

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I. Project description

II. Project proposal and backup data (request for proposal, statement of work,proposal correspondence, and so on)

III. Original and revised contract information and client acceptance documents

IV. Original and revised project plans and schedules (WBS, Gantt and PERT charts,cost estimates, communications management plan, etc.)

V. Design documents

VI. Final project report

VII. Deliverables, as appropriate

VIII. Audit reports

IX. Lessons learned reports

X. Copies of all status reports, meeting minutes, change notices, and other writtenand electronic communications

Developing a Communications

Infrastructure A communications infrastructure is a set of tools, techniques, and

principles that provide a foundation for the effective transfer of

information

Tools include e-mail, project management software, groupware,

fax machines, telephones, teleconferencing systems, document

management systems, and word processors

Techniques include reporting guidelines and templates, meeting

ground rules and procedures, decision-making processes,

problem-solving approaches, and conflict resolution and

negotiation techniques

Principles include using open dialog and an agreed upon work

ethic.

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Using Software to Assist in Project

Communications

One of the biggest problems on large projects is

providing most recent project plans, Gantt charts,

specifications, meeting information, change requests,

and so on to all or selected stakeholders

There are many software tools to aid in project

communications

Microsoft Project Central is a companion product of

Microsoft Project, which helps facilitate collaboration

and communication between project stakeholder over

the Intranet

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ProjectMangementModule2_CultureSatya

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