IT Project Management Chapter 3

Organizational culture is best explained as organizational

In selecting a management structure, the culture of the organization is not a huge consideration

They provide a framework for launching and implementing projects. They appropriately balance the needs of both the parent organization and the project. The project itself should be considered when determining which structure is best. They help determine who has most authority in regard to managing the project

Dysfunctional conflict between functional managers and project managers. Infighting. Stressful. Longer project duration

Functional

It is expensive

Projectized

Budget constraints

How important project management is to the success of the organization? What percentage of core work involves projects? Resource availability Assess current practices and determine any changes that are needed to more effectively manage projects

Weak, Strong, Balanced

Weak matrix

It replaces the need for a project selection process

It provides a sense of identity It helps legitimize the management system It helps create social order It clarifies and reinforces standards of behavior

Read about the organization Interpret stories about the organization Observe how people interact within the organization Study the physical characteristics of the organization

Profitability

Control Team emphasis Conflict Tolerance Risk Tolerance

Unit integration

Means versus end orientation

This is the classic matrix in which the project manager is responsible for defining what needs to be accomplished while the functional managers are concerned with how it will be accomplished. More specifically, the project manager establishes the overall plan for completing the project, integrates the contribution of the different disciplines, sets schedules, and monitors progress. The functional managers are responsible for assigning personnel and executing their segment of the project according to the standards and schedules set by the project manager. The merger of "what and how" requires both parties to work closely together and jointly approve technical and operational decisions

This form attempts to create the "feel" of a project team within a matrix environment. The project manager controls most aspects of the project, including scope trade-offs and assignment of functional personnel. The project manager controls when and what specialists do and has final say on major project decisions. The functional manager has title over her people and is consulted on a need basis.

Expensive

Control