Barriers to Project Team Development

Most people within project-driven and non-project-driven organizations have differing views of proji management. Table 5-1 compares the project and functional viewpoints of project management. The differing views can create severe barriers to successful project management operations. Perhaps the most common barriers occur as a result of the need to delegate. The following results, identified by MacKenzie, apply to project management 7 Demand that everyone know all the details I can do it better...

Low Bidder Dilemma In Project Management

1.1 Understanding Project Management 2 1.2 Defining Project Success 5 1.3 The Project Manager-Line Manager Interface 6 1.4 Defining the Project Manager's Role 9 1.5 Defining the Functional Manager's Role 12 1.6 Defining the Functional Employee's Role 15 1.7 Defining the Executive's Role 16 1.8 Working with Executives 16 1.9 The Project Manager As the Planning Agent 17 1.11 The Downside Risk of Project Management 20 1.12 Project-Driven Versus Non-Project-Driven Organizations 24 1.13 Marketing in...

Strategic Business Unit SBU Project management

During the past ten years, large companies have restructured into strategic business units (SBUs). An grouping of functional units that have the responsibility for profit (or loss) of part of the organization' businesses. Figure 3-18 shows how one of the automotive suppliers restructured into three SBUs one Ford, Chrysler, and General Motors. Each strategic business unit is large enough to maintain its own program managers. The executive in charge of the strategic business unit may act as the...

Project Management Accelerating Completion Time

12-1 Should a PERT CPM network become a means of understanding reports and schedules, or should it be vice versa 12-2 Before PERT diagrams are prepared, should the person performing the work have a clear definition of the requirements and objectives, both prime and supporting Is it an absolute necessity 12-3 Who prepares the PERT diagrams Who is responsible for their integration 12-4 Should PERT networks follow the work breakdown structure 12-5 How can a PERT network be used to increase...

Project Engineer Biting Off More Than He Can Chew

5-1 A project manager finds that he does not have direct reward power over salaries, bonuses, work assignments, or project funding for members of the project team with whom he interfaces. Does this mean that he is totally deficient in reward power Explain your answer. The program manager is responsible for overall program direction, control, and coordination and is the principal contact with the program management of the customer. To achieve the program objectives, the program manager utilizes...

Understanding Superior Subordinate and Functional Conflicts

In order for the project manager to be effective, an understanding of how to work with the various employees who must interface with the project is necessary. These various employees include upper-level management, subordinate project 21 The majority of this section, including the figures, was adapted from Seminar in Project Management Workbook, 1977 by Hans J. Thamhain. Reproduced by permission of Dr. Hans J. Thamhain. SOURCES CONFLICTS OCCURRED MOSTLY WITH HIGH - RELATIVE CONFLICT INTENSITY...

What Fears Do Executives Have About Project Management

Central Station Monitoring Panel

10-1 Should age have a bearing on how long it takes an executive to accept project management 10-2 You have been called in by the executive management of a major utility company and asked to give a selling speech on why the company should go to project management. What are you going to say What areas will you stress What questions would you expect the executives to ask What fears do you think the executives might have 10-3 Some executives would prefer to have their project managers become...

Is It Possible For The Wbs To Be Designed So That Resource Allocation Is Easier

Erp Work Breakdown Structure

11-1 Under what conditions would each of the following either not be available or not be necessary for initial planning 11-2 What planning steps should precede total program scheduling What steps are necessary 11-3 How does a project manager determine how complex to make a program plan or how many schedules to include 11-4 Can objectives always be identified and scheduled 11-5 Can a WBS always be established for attaining an objective 11-6 Who determines the work necessary to accomplish an...

Pure Product Projectized Organization

The pure product organization, as shown in Figure 3-5, develops as a division within a division. As long as there exists a continuous flow of projects, work is stable and conflicts are at a minimum. The major advantage of this organizational flow is that one individual, the program manager, maintains complete line authority over the entire project. Not only does he assign work, but he also conducts merit reviews. Because each individual reports to only one person, strong communication channels...

Why Martig Construction Decline In 1988

Engineering Organization Structure

A major government agency is organized to monitor government subcontractors as shown in Exhibit 4-1. Below are the vital characteristics of certain project office team members Project manager Directs all project activities and acts as the information focal point for the subcontractor. Assistant project manager Acts as chairman of the steering committee and interfaces with both in-house functional groups and contractor. Department managers Act as members of the steering committee for any...

Evaluating Functional Employee On Project

8-1 Beta Company has decided to modify its wage and salary administration program whereby line managers are evaluated for promotion and merit increases based on how well they have lived up to the commitments that they made to the project managers. What are the advantages and disadvantages of this approach 8-2 How should a project manager handle a situation in which the functional employee (or functional manager) appears to have more loyalty to his profession, discipline, or expertise than to...

Introduction to Stress and Burnout

Everyone who works knows that on-the-job pressure is one of the major sources of stress in daily life. Project managers are subject to stress due to several different facets of their jobs. This can manifest itself in a variety of ways, such as 3 The remaining sections are adapted from Mary Khosh and Harold Kerzner, Stress and Burnout in Project Management, presented at the Annual Seminar Symposium on Project Management, sponsored by the Project Management Institute, Philadelphia, October 8-1G,...

Selecting the Organizational Form

Galbraith Model Organizational Design

Project management has matured as an outgrowth of the need to develop and produce complex and or large projects in the shortest possible time, within anticipated cost, with required reliability and performance, and (when applicable) to realize a profit. Granted that modern organizations have become so complex that traditional organizational structures and relationships no longer allow for effective management, how can executives determine which organizational form is best, especially since some...

Matrix Organizational Form

Command Product Weight Limit Chart

The matrix organizational form is an attempt to combine the advantages of the pure functional structure and the product organizational structure. This form is ideally suited for companies, such as construction, that are project-driven. Figure 3-6 shows a typical matrix structure. Each project manager reports directly to the vice president and general manager. Since each project represents a potential profit center, the power and authority used by the project manager come directly from the...

Modification of Matrix Structures

The matrix can take many forms, but there are basically three common varieties. Each type represents a different degree of authority attributed to the program manager and indirectly identifies the relative size of the company. As an example, in the matrix of Figure 3-6 all program managers report directly to the general manager. This type of arrangement works best for small companies that have a minimum number of projects and assumes that the general manager has sufficient time to coordinate...

Differing Views of Project Management

Many companies, especially those with project-driven organizations, have differing views of project management. Some people view project management as an excellent means toward achieving objectives, while others view it as a threat. In project-driven organizations, there are three career paths that lead to executive management Through project engineering In project-driven organizations, the fast-track position is in project management, whereas in a non-project-driven organization, it would be...

Informal Project Management A Definition

Companies today are managing projects more on an informal basis than on a formal one. Informal project management does have some degree of formality but emphasizes managing the project with a minimum amount of paperwork. A reasonable amount of formality still exists. Furthermore, informal project management is based upon guidelines rather than the policies and procedures that are the basis for formal project management. This was shown previously to be a characteristic of a good project...