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Project Organization Approaches
I. Design of Project Organizations
! Project Manager in Staff and Line Roles ! Project Team Organizations ! BPR Project Team Placement ! Program Office Organizations
II. Designing the Object Organization ! Departmentation Approaches ! Departmentation Patterns
- Parkinson’s Laws ! Types of Organizational Design Approaches
Project Manager Types
E arly S tages: Feasib ility Later S tages: Im p lem enta tion
S TA F F(consu ltan t)
L IN E(M anager)
Project Manager
M ultifunc tionTeam
L ib ra rian
M u ltid isc ip lineTeam
- A na lys is- P lann ing- P resen ta tion
- D eve lopm en t- Tes ting- C onve rs ion
- D ocum en ta tion
"Leade rsh ip is na tu re 's w ay o f rem oving m orons from the p roduc tive flow "Dogbert
Organization of a Project Team
P ro jec ts O fficeo r
D eve lopm en t M gr
TeamLeader
- P ro jec t M anager- C h ie f P rog ram m er- The P ilo t
S en io rP ro fess iona l
S en io rP ro fess iona l
Jun io rP ro fess iona l
- Tes ting M anager- S en io r P rog ram m er- The F ligh t E ng inee r
- A ss 't P ro jec t M gr- S en io r P rog ram m er- The C o-P ilo t
- D a ta M anager- P rog ram m er- The C rew C h ie f
L ib ra rian- D ocum en ta tion- go fo r
C E O
Organization Approachs for Business Process Reengineering
S teeringC om m ittee
C IOU S E RE XE C
D eve lopm en tO pera tions
P ro jec tTeam
P ro jec tTeam
P ro jec tTeam
BusinessFunction
BusinessFunction
BusinessFunction
BusinessFunction
P ro jec tTeam
ProjectsOffice
ProjectMgr
The Large Program Office
Objectives ! Projects are consistent with Business Strategies and ROI ! Proven Project Methodology is followed ! Project Activities are Efficiently Coordinated ! Business Priorities set Project Priorities ! Business and Technology Risk is identified and Managed ! Project Stakeholders are informed of Status and Progress
Activities Monitored ! Resource Allocation ! Risk Assessment ! Conflict Resolution ! Scope Changes ! Project Status Coordination ! Business Benefits Assurance ! Management Reporting
Typical Large Program Office
P rog ramO ffice
D irec to r
P rog ramA dm in is tra to rs
Techno logyA dviso rs
O rgan iza tiona lC hangeA dviso r
K now ledgeM anagem en t
ProjectData
P rog ramE xecu tive
E xecu tiveC om m ittee
Program Office
P rog ramM anagers
ProjectManager
ProjectManager
ProjectManager
ProjectManager
S tee ringC om m ittees
P rogram OfficeD irec tor
P rogramA dm in is tra tors
Technology A dvisors
OrganizationalChange A dvisor
K now ledgeM anagem ent
P ro jec tData
P rogram E xecutive
E xecutive Com m ittee
P rogram Office
P rogram M anagers
P roject M anager P roject M anager P roject M anager P roject M anager
S teering Com m ittees
Executive Com m ittee - A u tho rizes p rog ram s - A u tho rizes p ro jec ts - P e rfo rm s fo rm a l rev iew s - S e ts p rio rities
Program Office Director - C oo rd ina tes a ll p rog ram s & p ro jec ts - A pp roves de ta iled p lans - M on ito rs p rog ress - P roduces execu tive repo rts
Technology Advisors(or Project Managem ent Advisors)
- O ve ra ll concep tua l des igns - O ve ra ll in fras truc tu re des ign - Techn ica l qua lity m on ito ring
Organizational Change Advisor -A ssess enab le rs & ba rrie rs - C rea te C hange A gen ts - P lan & m anage trans ition p rog ram s
P rogram OfficeD irector
P rogramA dm in is trators
Technology A dvisors
OrganizationalChange A dvisor
K now ledgeM anagem ent
P rojec tData
P rogram E xecutive
E xecutive Com m ittee
P rogram Office
P rogram M anagers
P roject M anager P roject M anager P roject M anager P roject M anager
S teering Com m ittees
Program Executive - R ep resen ta tive o f E xecu tive C om m ittee - C oord ina tes usage o f non -p ro jec t pa rtic ipan ts - D ay-to -D ay bus iness o rien ted advisem en t
Steering Com m ittees - U se rs & IT P rog ram d irec tion - In te r-P ro jec t resou rce a lloca tion - P ro jec t scope ad jus tm en t - E sca la tion o f c ritica l issues
Program Managers - O ve ra ll p rog ram techn ica l coo rd ina tion - D ay-to -day use r re la tions - D ay-to -day coo rd ina tion o f p ro jec ts - R ou tine p rog ram m on ito ring & repo rting
P rogram OfficeD irec tor
P rogramA dm in is tra tors
Technology A dvisors
OrganizationalChange A dvisor
K now ledgeM anagem ent
P ro jec tData
P rogram E xecutive
E xecutive Com m ittee
P rogram Office
P rogram M anagers
P roject M anager P roject M anager P roject M anager P roject M anager
S teering Com m ittees
Program Adm inistrators - T rack ing & repo rting e ffo rt and cos ts - M on ito ring resou rce usage vs . budge t - R ou tine & ad -hoc s takeho lde r repo rting
Know ledge Managem ent - O pera tes P ro jec t M anagem ent Too l(s ) - M on ito rs inpu t o f p lans and pe rfo rm ance - A ssu res secu rity and cons is tency o f da ta
Project Manager - Leads p ro jec t team - K eeps P rog ram M anager in fo rm ed - U ltim a te respons ib ility fo r p ro jec t success
Summary of Program Office Responsibilities
! Issue Management
! Risk Management
! Scope Management
! Quality Management
! Project Status Coordination
! Program Accounting
! Program Communication
! Resource Management
! Organizational Change Mgmt
! Project Support & Control
Prog Off Prog Mngr. Proj Mngr.
Organization Design Responsibilities
I. D esign the P ro jectO rgan iza tion
II. D esign the O bjectO rgan iza tion
P ro jec tM anager
M u ltid isc ip lineTeam
"There is no lim it to the am oun t o f good tha t peop le can accom p lish ,if they don 't ca re w ho ge ts the c red it"
P ro jec t S takeho lde rsD es ign N ew /R evised
Tasks
D es ign N ew /R evisedJobs
D es ign N ew /R evisedO rgan iza tion
D es ignTra in ingP rog ram
O utp lacem en tP rog ram
Parkinson’s LawsProf. C. Northcote Parkinson, Raffles Professor of History
University of Singapore in MalaysiaEconomist, November 19, 1955.
Theorems: ! An Official wants to multiply subordinates, not rivals ! Officials make work for each other
LAW IWork Expands to Fill the Time Available for its
Completion ! Shopping of Men vs. Women ! Cooking from Scratch vs. Prepared Foods
LAW IIThe Multiplication of Subordinates
! ‘A’ feels Overworked, he can:- ask for a colleague to share the work, or- demand the assistance of TWOsubordinates, ‘B’ and ‘C’.
LAW IIIThe Multiplication of Work
! All work will now involve at least ‘A’ and ‘B’ or‘A’ and ‘C’, often both
! Subordinates create memos, meetings, andcommunications with each other
The Mathematics
k = number of administrative staff seeking promotionp = difference between Age of appointment and retirementm = number of man-hours devoted to internal
communicationn = number of effective units being administered
Some Results
Admiralty Colonial Office
Growth/Year 5.6% 5.9%
ΔS 2K m Pn
Admiralty Statistics
1914 1928
PercentIncrease orDecrease
Capital Ships in Commission 62 20 -67.74%Officers & Men in Navy 146,000 100,000 -51.50%Dockyard Workers 57,000 62,439 + 9.54%Dockyard Officials & Clerks 3,249 4,558 +40.28%Admiralty Officials 2,000 3,569 +78.45%
Colonial Office Officials During Phase-Out of Empire
1935 1979 1943 1947 1954Staff 372 450 817 1,139 1,661Growth/Year 5.24% War 6.55%
Departmentation Approaches
E xecu tive
E ntrepreneur
Functiona l
D ecentra lized
E xecu tive
M P F
E xecu tive
E W S
R eg iona l
E xecu tive
P 1 P 2 P 3
P roduc tE
Executive Officeand Staff
Departmentation Patterns
Functional - Marketing - Finance - Operations - Developm ent
Product - Industry - Custom er - Technology
Area - Continent - Country - Region
Territory Function Skill
Major Types of Organizational Projects
! Portfolio Restructuring- Are Business/Product Groupings Still Logical?- Are Regional/Area Groupings Still Logical?
Product, Technology, Logistic Life Cycles ! Operational Transformation
- Are Dramatic Customer Service/Quality etc. Improvements Possible?
- Are Product/ Service Operational Methods Still Optimum?
Business Process Reengineering Tools ! Strategic Transformation
- Are Corporate Culture/Reward Systems Still Appropriate?
Teaming, Thinking, Learning Organization
! Portfolio Restructuring- Are Business/Product Groupings Still Logical?- Are Regional/Area Groupings Still Logical?
Product, Technology, Logistic Life Cycles ! Operational Transformation
- Are Dramatic Customer Service/Quality etc. Improvements Possible?
- Are Product/ Service Operational Methods Still Optimum?
Business Process Reengineering Tools ! Strategic Transformation
- Are Corporate Culture/Reward Systems Still Appropriate?
Teaming, Thinking, Learning Organization