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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 1
The Project Team
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 2
The (dedicated) Project Team lies at one extreme end of the continuum which starts from undertaking projects usingthe (pure) functional form of project organization.
A project manager is selected to head a core group of personell assigned from two or more functional units of theorganization and who are all required to work full-time onthe project in question.
Project Teams are usually cross-functional in nature andare a powerful means of dealing with complex assignmentswhich may be difficult to do using other project organiza-tion forms.
The (Dedicated) Project Team
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 3
Corporation X
HumanResources
Marketing Engineering ProcurementManufacturing
Finance &Administration
Project Manager
Project Team
MA1 MA2 MA3 EN1 EN2 EN3 MF1 MF2 MF3 PR1 PR2
Forming a (Dedicated) Project Team
Staff are assigned away from various departments to workfull-time on the project.
O ther
Areas
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 4
N o structural impact on thefunctional organizationoccurs only the tempo-rary siphoning away of
functional specialists fromtheir respective areas forthe duration of the projector for a phase of it whenheir input is required inorder to completespecialist tasks.
The Project Team - Advantages
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 5
Project completion time iscomparatively smaller due toproject personell devoting
their efforts to the project inquestion full-time and alsobecause the flow of information and decision-making is generally nothindered by hierachies as it isin the functional form of organizing projects.
The Project Team - Advantages
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 6
M otivation, feeling of iden-tification and cohesivenessare strong in the project.
Project personell share acommon goal and theyalso share a collectiveresponsibility for ensuringthe realization of this goal.
The Project Team - Advantages
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 7
C ross-functionalcooperation is stronglyencouraged and promotedas a means of achievingthe project goal.
C ross-functional teamscreate a synergy effectwhich can handle taskscharacterised by a highdegree of complexity.
The Project Team - Advantages
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 8
A major criticism of the(dedicated) project teamrelates to the cost factor.
N ormally, a larger expenseis involved becauseresources and facilities areassigned to the project ona full-time basis. Acrossprojects, this may result ina duplication of infrastructure and work.
The Project Team - Disadvantages
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 9
Projectitis project personellevolve a collective identityencapsulating themselves fromthe enterprise, giving rise to a
non-constructive usandthemoutlook. Sometimes thisnot only undermines theintegration of the project effortback into mainstream operations
but also the subsequentassimilation of project personellback into their respectivefunctional areas.
The Project Team - Disadvantages
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 10
The project may become over-dependent on the gamut of skills,expertise and experience held bythe project personell and may not
seek to incorporate fresh skills,expertise and experience which isheld by individuals and organiza-tional entities which are outside theproject.
The Project Team - Disadvantages
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 11
The assimilation of projectpersonell back into theirrespective functional unitsmay prove difficult due totheir prolonged absencefrom their units and thechallenge of keeping upwith the developments
which have taken place inthe functional units duringthe project period.
The Project Team - Disadvantages
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 12
Project Organization Formsand Project Performance
Findings Based on Empirical Research
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 13
The projects sizeThe projects strategic importanceThe projects innovation requirementThe projects level of required integration across functional
delineationsThe project environments complexityThe project budget and time constraintsThe project resource requirement level of stability
In general the higher the level of these factors, the greateris the requirement of autonomy and authority for the projectmanager and his/her team in order to ensure the success of the project (i.e. a strong project matrix or dedicated projectteam is desirable).
Determining The Best Project Organization Form
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 14
E mpirical research suggests that the Project M atrix and Project-Based O rganization modes are themost effective means of undertaking projects
FunctionalOrganization
FunctionalMatrix
BalancedMatrix
ProjectMatrix
ProjectOrganizaton
VeryIneffective
Ineffective
Effective
VeryEffective
Construction
New Product
C lifford F. Gray / Erik W. Larson, Project Management: The Managerial Process , 2. ed., 2003, p. 71
Empirical Findings:Effectiveness of Project Organization Forms
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 16
Project Performance and Organizational Form(Meeting Schedule)
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 17
Project Performance and Organizational Form(Controlling Cost)
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 18
Project Performance and Organizational Form(Technical Performance)
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 19
Project Performance and Organizational Form(Project Success Versus Complexity and Structure)
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 20
Something to Keep in Mind
A n organi ation can e e pected to apply different formsof organi ation for its projects contained in its portfolio,using the criteria which were considered in the previousslide.
Pure Functional Form
M atrix Form
(Dedicated) Project Teams
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 21
The Culture of an Organizationand its Implications for Projects
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 22
E very organization has its own distinctive cul-ture which sets it apart from all other organi-
zations, including those which are operating inthe same field.
O rganizational culture basically refers to a sys-tem of shared norms, beliefs, values, assump-
tions, attitudes and behaviours which bind themembers of the organization together anddetermine how we do things around here.
What is Organizational Culture?
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 23
Project managers must contend with several,often diverse cultures and subcultures existing
within the diverse organizational spheres of their organizations (e.g. senior management,
functional areas, P MO ), and outside it (e.g.clients, contractors, suppliers, government
agencies and other stakeholders).
A good cultural management strategy can becrucial for successfully managing a project.
Relevance of Organizational Culture
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 24
Several research studies have been conductedover the years in the US and other countries todetermine the relationship between O rganiza-tional C ulture and O rganizational Performance.
E xcercize caution in interpreting the results of these researches because studies undertaken
in one country reflect the cultural, social andpsychological context of that country and may
not be valid for countries like Pakistan.
Organizational Culture A Note of Caution!
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 25
ProjectX
Functional Units
Other External Stakeholders
Project Customers
Ext. Project Input Suppliers
Cultural Dimensions of Projects
Organization as a Whole
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 26
Inadequate management of cultural conside-rations may cause difficulties for projects.
Therefore, it is essential to include the culturalcomponent as an integral and important part
of managing the overall project.
The culture of an organization determines the
infrastructure and processes which it sets upand the support and encouragement which it
gives to support projects.
Interest in Organizational Culture
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 27
Organizational Culture and Projects
OrganizationalCulture
ProjectPerformance
Supportive(+)
O bstructive(-)
Project performance isdefined in terms of
goal achievementwithin schedule andbudget according to all
given requirementsand to the satisfactionof all key stakeholders
Organizational cultureis defined in terms of the existing policies,
infrastructure, metho-dology, processes,
tools and all forms of support provided by
the organization for itsprojects
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 28
G ray and Larson have proposed ten cultural factors that arerelated to project success:
M ember IdentityTeam E mphasisPeople FocusUnit IntegrationC ontrolRisk ToleranceReward C riteriaC onflict ToleranceM eans- E nds- O rientationO pen-System Focus
Measuring Organizational Culture
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 29
Without the visible, strong, active
and sustained support and com-mitment of top management, it isnot possible to create an organi-zational culture which facilitates
projects. Top management mustensure that the projects being un-dertaken are aligned with the mis-sion, goals and objectives of theorganization, that the value of pro-jects is acknowledged throughoutthe organization and that it is pre-pared to provide all forms of sup-port which projects need in orderto be successfully undertaken.
Drivers of a Good Organizational Culture
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 30
Projects need a strong infrastruc-ture support base if they are tohave a high chance of succeeding.M any organizations have set upProject M anagement O ffices whichperform a host of specific support-ing functions in connection withprojects. O rganizations may havepolicies which require the applica-tion of sophisticated methodolo-gies (such as the P M BOK ) on theirprojects, are following best practi-ces, and have devised ways tominimize friction between internalproject stakeholders.
Drivers of a Good Organizational Culture
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 31
To undertake projects successfully,an organization must equip itshuman resources with the requi-site knowledge and competenciesand fully utilize their experienceaccumulated through their involve-ment in projects. O rganizationswith a good (project management)culture invest substantially intraining programmes for their pro-ject managers and team members,offer handsome incentives, re-wards and promotional opportuni-ties for good performance, andaccord due status.
Drivers of a Good Organizational Culture
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 32
All projects are built on the foun-dations of communication, coope-ration and coordination betweentheir stakeholders. Hence, it isimperative that the culture of theorganization supports these activi-ties to the maximum possible ex-tent.
In organizations with a good(project management) culture, silo
mentality is strongly discouragedand (formal and informal) commu-nication, cooperation and coordi-nation across functional lines isendorsed.
Drivers of a Good Organizational Culture
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 33
The Project Management Office
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 34
M any organizations of all sizes across theglobe have established Project M anage-
ment O ffices (P MO s) to serve as anorganizational focal point for the effective
and efficient management of their pro-grammes and projects. P MO s can perform
many important functions and, if con-ceived and managed properly, are a huge
asset for project-driven organizations.
The Project Management Office
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 35
Internal Project Management SupportingInstitutions in Pakistan
Several public and private-sectororganizations which are operating in
Pakistan, as well as the federal andprovincial governments, have established
structures (Project M anagement Units,Project M onitoring Units) performing P MO functions to support projects which they
are undertaking.
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 36
Some Typical Functions of a Mature PMO
Alignment of Projects with O rganizations M ission, G oals, O bjectives
Project Portfolio M anagement
Resource Planning and M anagementG enerating Awareness in O rganization of Project M anagement
Standardization of Policies, Processes, Protocolls and Documentaion
Recruitment and Selection of Project M anagers and Team M embersTraining in Project M anagement and Related C ompetencies, SkillsM onitoring, E valuation and Auditing of ProjectsM aintaining a Project M anagement Information SystemC onseling and M entoring of Project Staff
Benchmarking Best Practices
Archiving Documentation on C ompleted Projects
Refining Project M anagement M ethodologies
Software Tools
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Assistant Professor Dr. Aurangzeb Zulfiqar KhanDepartment of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan 37
Project Management Offices: Survey Findings
D r. Brian o s from the D epartmentof Management and echnology at theSchool of Management Sciences at
the University of Que ec,C
anada, hasundertaken an insightful empiricalresearch on PMOs entitled The Multi-Project PMO: A Global Analysis of theCurrent State of Practice .
C lick on image to download the study(pdf-documnt).
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