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Project Management: A Managerial Approach 4/e: by Jack R. Meredith and Samuel J. Mantel, JR
Project Management: A Managerial Approach 4/e: by Jack R. Meredith and Samuel J. Mantel, JR
Project Management
A Managerial Approach
Chapter 4
Project Organization
Chapter 4-3
Chapter 4-9
Chapter 4-11
Chapter 4-16
Chapter 4-17
Disadvantages include:
Dissimilar groupings within the same accountability center
tend to encourage overlap, duplication, and friction
because of incompatibility of interests
Conditions still exist that result in conflict between
functional and project managers
Chapter 4-18
Choosing an
Organizational Form
Selecting the organizational interface between the
project and the firm is a difficult task
The choice is determined by the situation, but is also partly
intuitive
Choosing an
Organizational Form
Criteria for the selection of a project organization:
1. Define the project with a statement of the objective(s)
that identifies the major outcomes desired
2. Determine the key tasks associated with each objective
and locate the units in the parent organization that serve
as functional homes for these types of tasks
Choosing an
Organizational Form
Criteria for the selection of a project organization
(cont.):
4. Determine which organizational units are required to
carry out the work packages and which units will work
particularly closely with which others
5. List any special characteristics or assumptions
associated with the project
Chapter 4-24
Chapter 4-27
Interpersonal Conflict
The focus of conflict can often be related to the
stage in the projects life cycle
When the project is first organized, priorities, procedures
and schedules all have roughly equal potential to cause
conflict
During the buildup phase, priorities become significantly
more important than any other conflict factor
In the main program phase schedules are the most
important cause of conflict followed by technical
disagreements
At the project finish, meeting the schedule is the critical
issue
Chapter 4-28
Interpersonal Conflict
Conflict and the Project Manager
Most of the conflict on project teams is the result of
individuals focusing on the project through the eyes of
their individual discipline or department
Conflict avoiders do not make successful project
managers
On occasion, compromise appears to be helpful, but
most often, gently confronting and resolving the conflict
is the method of choice, for a win-win situation
Chapter 4-29
Summary
There are various organizational structures
that can be used for projects including:
Projects within functional organizations, pure
project, matrix, and mixed organizational
structures
Summary
A useful procedure for selecting an
organizational form is:
Identify the specific outcomes desired
Determine the key tasks to attain these outcomes
Sequence the key tasks
Determine which project subsystems will be assigned
which steps and which subsystems must closely
cooperate
Identify any firm or project characteristics
Consider all pros and cons, then make a decision
Chapter 4-31
Summary
Perfectionism, motivation, and conflict are often
the major behavioral problems facing the
project manager
Sources of project conflict are often priorities
and policies at first, schedule and technical
problems during the main phase, and schedule
and personal issues near termination
Chapter 4-32
Project Organization
Questions?
Chapter 4-33
Project Organization
Picture Files
Project Organization
Figure 4-1
Project Organization
Figure 4-2
Project Organization
Figure 4-3
Project Organization
Figure 4-4
Project Organization
Figure 4-5
Project Organization
Figure 4-7
Project Organization
Figure 4-8
Project Organization
Table Files
Project Organization
Project Organization