Lecture Project management in practice - Chapter 4: Project organisational structures and cultures

The main goals of this chapter are to: Understand the different project organisational structures that broadly define how the project fits with the organisational structures that may already exist in an organisation, realise the importance of an organisation’s culture and the effect it can have on the management of a project.

Trang 1

Pearson, Larson, Gray, Project Management in Practice, 1e

CHAPTER 4

Project Organisational

Structures and Cultures

Trang 2

Learning Elements

4.1 Understand the different project

organisational structures that broadly

define how the project fits with the

organisational structures that may already exist in an organisation

4.2 Realise the importance of an

organisation’s culture and the effect it can have on the management of a project

Trang 3

Project Management

Structures

Challenges to organising projects

• The uniqueness and short duration of

projects relative to ongoing longer-term organisational activities.

• The multidisciplinary and cross-functional nature of projects creates authority and responsibility dilemmas

Trang 4

Trang 5

Functional Organisations

• 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.

Trang 6

Functional Organisations (cont.)

Trang 7

Functional Organisations

(cont.)

Trang 8

Dedicated Project Teams

• Teams operate as separate units under

the leadership of a full-time project

manager.

• In a projectised organisation, where

projects are the dominant form of

business, functional departments are

responsible for providing support for its

teams.

Trang 9

Dedicated Project Teams (cont.)

Disadvantages

• Expensive

• Internal strife

• Limited technological expertise

• Difficult post-project transition

3–9

Trang 10

Trang 11

Trang 12

Matrix Organisations

Weak form

The authority of the functional manager predominates

Balanced form

T

he project manager sets the overall plan and the

functional manager determines how work to be done.

Strong form

The project manager has broader control and functional

departments act as subcontractors to the project.

Trang 13

Matrix Organisations (cont.)

• Infighting

• Stressful

• Slow

3–13

Trang 14

Matrix Organisations (cont.)

Trang 15

What is the Right Project Management Structure?

Organisation (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?

3–15

Trang 16

What is the Right Project

Management Structure? (cont.)

Project considerations

• Size of project

• Strategic importance

• Novelty and need for innovation

• Need for integration

• Environmental complexity

• Budget and time constraints

• Stability of resource requirements

3–16

Trang 17

Organisational Culture

A system of shared norms, beliefs,

values and assumptions which bind

people together, thereby creating

shared meanings.

Trang 18

Organisational Culture (cont.)

T

he ‘personality’ of the organisation that sets it

apart from other organisations

• Provides a sense of identify to its members

• Helps to legitimise the management system

of the organisation

• Clarifies and reinforces standards of

behaviour

Trang 19

Trang 20

Organisational Culture

Trang 21

Identifying Cultural Characteristics

S tudy the physical characteristics of an

Trang 22

Identifying Cultural

Characteristics (cont.)

Trang 23

Định dạng
Số trang	23
Dung lượng	605,15 KB