IT project management

Information Technology Project Management – Fourth Edition

By Jack T. MarchewkaNorthern Illinois University

Power Point Slides by Gerald DeHondtGrand Valley State University

Copyright 2012 John Wiley & Sons, Inc.

4-1

The Project Team

Chapter 4


4-2

Learning Objectives Describe the three major types of formal

organizational structures: functional, pure project, and matrix.

Discuss the advantages and disadvantages of the functional, pure project, and matrix organizational structures.

Describe the informal organization. Develop a stakeholder analysis. Describe the difference between a work

group and a team. Describe and apply the concept of learning

cycles and lessons learned as a basis for knowledge management.


4-3

PMBOK® Area – Project Human Resources Management Develop Human Resource Plan

Creating a staff management plan that identifies and documents the reporting relationships as well as each team member’s role, responsibility, and required skills

Acquire Project Team Confirms that specific human resources will be available to

work on the project Develop Project Team

The processes to improve the competencies of the project team, their interactions, and the overall team environment

Manage the Project Team The tracking of the project team’s performance, providing

feedback, resolving interpersonal issues, and managing organizational change


4-4

The Formal Organization

Formal groupings & specializations Published Lines of

Authority Responsibilities Reporting Relationships Communication Decision-Making


4-5

Organization and Project Planning Organizational Structure

Figure 4.1


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The Functional OrganizationThe Functional Organization

Figure 4.2


4-7

The Functional Organization

Advantages Increased

Flexibility Breadth & Depth of

Knowledge & Experience

Less Duplication

Disadvantages Determining

Authority & Responsibility

Poor Response Time

Poor Integration


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The Project The Project OrganizatioOrganizationn


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The Project-Based Organization

Advantages Clear Authority &

Responsibility Improved

Communication High Level of

Integration

Disadvantages Project Isolation Duplication of

Effort “Projectitis”


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The Matrix Organization The Matrix Organization Figure 4.4


4-11

The Matrix Organization

Advantages High Level of

Integration Improved

Communication Increased Project

Focus

Disadvantages Potential for

conflict Unity of Command

can be violated Poor Response

Time


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While the formal organizational structure tells us how individualsor groups within an organizationshould relate to one another, it does not tell us how they actuallyrelate.


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The Informal Organization Bypasses formal lines of communication &

authority Power is determined by how well one is

connected in the informal network – i.e., the “grapevine”

Can be more complex than the formal organization because relationships are established from positive and negative relationships over time


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Stakeholders

Individuals, groups, or evenorganizations that have a “stake”or claim in the project’s (successfulor unsuccessful) outcome


4-15

Stakeholder Analysis Process

1. Develop a list of stakeholders who have an interest in the successful or unsuccessful outcome of the project

2. Identify the stakeholder’s interest in the project

“+1” for positive interest “0” for neutral “-1” for negative interest


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Stakeholder Analysis1. Determine the degree of influence each

stakeholder has on a scale of 0 (no influence) to 10 (can terminate the project)

2. Define a role for each stakeholder – e.g., champion, consultant, decision maker, ally, rival, foe, etc.


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Stakeholder Analysis1. Identify an objective for each stakeholder

– e.g., provide resources, guidance, expertise, acceptance, approval, etc.

2. Identify a strategy for each stakeholder – e.g., build, maintain, improve, re-establish the relationship


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Stakeholder Interest Influence PotentialConflicts

Role Objective Strategy

Hirem N. Firem +1 5 Competition for resources with other functional managers

Project Sponsor and Champion

Provide resources, approvals, and public support for the project

To maintain open communication so that political landmines can be avoided

Dee Manitger +1 3 Resources not made available as promised by functional managers

Project Manager Lead and manage the project so that it achieves its MOV

Work closely with project stakeholders and project team

Project Team +1 2 This project will change a number business processes. Affected users may resist change by withholding information

Steve Turner – Network AdministratorShedelle Bivits – Systems AnalystCorean Jenkins – Programmer/DBAMyra Dickens – Inventory Analyst

Provide expertise to complete the project work

Support project team with adequate resources while minimizing distractions

I. Will Sellit -1 4 As the marketing manager, Sellit is not pleased that this project was chosen over his proposed project. May withhold promised resources

Foe Build and maintain best possible relationship to minimize attempts to divert resources

Maintain open communication. Use project sponsor’s influence as necessary


4-19

The Project Team The Roles of the Project Manager

Managerial role Leadership role

Attributes of a successful project manager ability to communicate with people ability to deal with people ability to create and sustain relationships ability to organize


4-20

The Wisdom of Teams - Jon R. KatzenbachDouglas K. Smith

Work Groups Pseudo Teams Potential Teams Real Teams High Performance Teams


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Work Groups

Members interact to share information, best practices, or ideas

No shared performance goals (individual performance)

No joint work-products No mutual accountability Viable in many situations

E.g., study group


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Teams Bring complementary skills & experience Jointly defined clear goals & approaches

improve communication Improve decision-making Have more fun


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Real Teams1. Small number of people2. Complementary skills3. Committed to a common purpose4. Common goals5. Common approach6. Hold themselves accountable


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Pseudo Teams Weakest of all groups Not focused on collective performance (&

not trying to achieve it) No interest in shaping a common purpose Confusion & dysfunctional behaviours


4-25

Potential Teams Significant performance potential Requires more clarity about purpose,

goals, work-products, and common approach


4-26

High Performance Teams Meet all the conditions of a real team PLUS:

Members are deeply committed Perform above all reasonable expectations


4-27

Vital Signs for Evaluation

6 Project Team Basics Themes & Identity Enthusiasm & Energy Level Event-Driven Histories Personal Commitment Earned Membership


4-28

Team Leader (Project Manager) Acts To:

Clarify purpose & goals Build commitment & self

confidence Strengthen team’s collective skills Remove external obstacles Create opportunities for others

Creates the Project Environment Work space Team culture and values Project administration Ethical Conduct


4-29

A Learning Cycle Approach to Project Management

An Agile Project Management Approach


4-30

Learning Cycles

Derived from educator/philosopher John Dewey (1938)

Used to describe how people learn (Kolb, 1984; Honey & Mumford, 1994)

Can be applied to project teams (Jeris, 1997; Redding, 2000).

Copyright 2012 John Wiley & Sons, Inc.4-31

Traditional Teams Accept background information at “face-

value” Approach projects in logical, linear fashion Provide run-of-the-mill solutions Solutions remain within the original “frame” or

how the problem was originally presented to them


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Radical Teams Do not accept issues & tasks at their “face

value” The way the problem is defined may very well

be the problem Unquestioned assumptions are surfaced &

challenged Only by digging below the surface can we get

to the “root” so that a meaningful solution can emerge


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A Learning Cycle

Figure 4.6


4-34

What we know(Facts)

What we think we know

(Assumptions)

What we don’t know(Questions to be

Answered)Company has too much inventory on hand

It may be an efficiency problem

Why are inventory levels so high?

Cost of maintaining current inventory is becoming prohibitive

Management believes an new information system will improve efficiency and therefore lower inventory levels

What are the current levels of inventory?

Inventory turnover needs to be increased

What is the desired level of inventory?

Figure 4.7

Example of a Team Learning Record


4-35

Who? Does What? By When?Shedelle and Steve Interview sales team to

understand past, current, and future trends for the company’s product.

Tuesday

Myra Provide a detailed count of the current physical inventory on hand.

Thursday

Corean Research potential inventory management system commercial packages

Thursday

Steve Research average inventory levels for the industry

Wednesday

Figure 4.8

An Example of an Action Plan for Team Learning


4-36

Team Learning Cycles over the Project Life Cycle

Figure 4.9

Each cycle providesthe opportunity to challenge framing assumptions,create new understanding &find radical solutions


4-37

Assessing Team LearningSpeed

Depth Breadth(Impact)


4-38

The Project Environment A place to call home Technology Office supplies Culture

What is expected from each team member?

What role will each team member play?

How will conflicts be resolved?


4-39

Example of a Project Team Charter

Figure 4.10


4-40

Copyright 2012 John Wiley & Sons, Inc.All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without

express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John

Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no

responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information herein.


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IT project management

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