Project Organization Management

GPI - Gestão de Projectos Informáticos
Project Organization Management
Maria do Rosário Bernardo

1
The Formal Organization
• Formal groupings & specializations

• Published Lines of
– Authority
– Responsibilities
– Reporting Relationships
– Communication
– Decision-Making

2
Organizational Structures Types

3
Functional
Organization

4
The Functional Organization
• Advantages
– Increased Flexibility
– Breadth & Depth of Knowledge & Experience
– Less Duplication
• Disadvantages
– Determining Authority & Responsibility
– Poor Response Time
– Poor Integration

5
The Project-based
Organization
• Advantages
– Clear Authority &
Responsibility
– Improved Communication
– High Level of Integration
• Disadvantages
– Project Isolation
– Duplication of Effort
– “Projectitis”
6
Matrix Organization

7
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

8
Project’s Organization involved
• Customer: Final user Organization

• Supplier: Organization who develop the project
• Outsourcing: Organization who supplies project
components
• Can be departments inside the some
Organization
• example :
– Develop a human resources system
– Customer = human resources department
– Supplier = IT department
– Outsourcing = ERP vendor/integrator
Maria do Rosário Bernardo 9

9
Project Organization
• Project = temporary Organization
• Define the organization structure based on a OBS
(Organizational Breakdown Structure)
• OBS represents:
– Project owner / sponsor (finance the project)
– Project manager (form the execution organization)
– Project manager (from customer organization, if different)
– Team leaders and team members (from all the
organizations)
– Suppliers
– Customers (final users)
– Functional managers
10
OBS Organization Breakdown Structure
Steering Committee Think a project as an

Organization ...
PO
PM
TL1 TL2 … TLi TLn PM PM …

outs1 outs2
Shared Resources Non shared
(pool) resources

11
OBS Organization Breakdown Structure

Steering Committee
2 Organizations ...
Project “Sponsor”
Sponsor Supplier
PM
Customer
PM TL1 TL2 … TLi

Supplier
Shared Resources
(pool)

Roles and Responsibilities

Project Owner
• As authority and capacity to start / end the project

• Project Owner responsibilities :
– Grants/approves the adequate financial, human and material
resources;
– Defines the end product/service characteristics;
– Approves the final product;
– Approves scope, time and cost changes.
• Must be regularly informed about project status
(Status reports send by the PM)

13
Steering Committee responsibilities :
• Project Plan approval;

• Grant adequate resources;
• Receives and approves project status reports;
• Decides corrective actions implementation;
• Approves intermediate project deliverables;
• Responsibilities delegation (with pre-defined
boundaries)

14

Project Manager responsibilities:
• Team work distribution and control
• Project control
– Compare actual status vs. planed
– Identifies variations
– Proposes corrective actions
• Periodic project status reports distribution (insures

stakeholders communication)

15
Responsibilities Types
• Work responsibilities
– Work package execution
– Activities execution
• Management responsibilities
– Decision makes
– Progress management / control
– Resources Management and Support

16
Responsibilities Types
Organization responsibilities
– Information / opinion makers:
• SI end users
• Business areas representatives
– Knowledge transfer:
• Technical “Experts” (specific areas)
• With the technical authority to define standards
and behaviours
– Informed:
• Who must be informed
17
Responsibility assignment matrix
• The project’s roles and organizational

responsibilities can be represented by a
responsibility matrix
• 3 different matrix types:
– Responsibility matrix - WP level
– Responsibility matrix – Activities level
– Procedures responsibility matrix

18
Responsibility matrix - WP level
• Define work packages responsibilities

• Responsibilities related to WP execution and
approvals
• Cross OBS with WBS

19
Responsibility matrix
Project members
or stakeholders
…
Responsibility
Responsibility Matrix
Plan
...
Requirements Spec
WPs Tests Spec
...
Install
System Tests
Acceptance Tests
... 20
20
• Lines :
– Different WBS work packages
• Columns :
– Project members and stakeholders (only the ones
that have responsibilities on WP level)
• Cells :
– Represents responsibilities (using a defined notation)
We adopt the proposal by Grude and Haug

(Andersen, E.S., Grude, K.V., Haug, T. and Turner, J.R, Goal Directed Project
Management, Kongan Page, 1987)
21
• X – eXecutes the work

(senior technical team member)
• D – takes the Decision solely or ultimately
(usually the project owner)
• d - Takes the decision jointly or partly

(usually a business director or functional area representative)
Decision mode A B C description
D1 D - - A takes the decision alone
D2 D d d B,C close opinions and recommend. A has the

ultimate authority
D3 D d C C’s opinion must be sought, B close opinions. A
has the ultimate authority
22
• P – controls Progress
The person responsible for ensuring that the work is planned,
organized, implemented and controlled
The project manager is ultimately responsible, but he delegate
responsibility to lower levels of WBS
• T – provides Tuition on the job

Assuming that the people doing the job need coached
Defines rules, standards, ….
• I – must be Informed

23
• C – must be Consulted
He/She have information or opinions that the project must take in
account when doing the work or taking decisions.
They do not have decision-tacking responsibility – their opinion
can be ignored
• A – available to Advise
He/she may have information or opinions which the project team
may want to use, but can not know until they reach that part of the
project.

24
Responsibility Matrix
Plan D XP C C C
...
Requirements Spec
D P C C X A
Tests Spec P D X A
...
Install P X T
System Tests P A X
Acceptance Tests D P X d A
... 25
25
Exercise 1 – Installation work packages
Owner PM Senior Users System

Technical Represent admin
Application SW P X T
System I P X A
administration
training
System tests P X
Acceptance tests D P A X
X – executes the work T – provides Tuition on the job

D – takes the Decision solely or ultimately I – must be Informed
d - Takes the decision jointly or partly C – must be Consulted
P – controls Progress A – available to Advise
26
Work package Exercise

A B C 2D E F G H J
Project start up A A D A X/P A d A A
Requirements Spec A X I A P A C -- C
ModA design -- X -- -- P A A -- A
ModA implementation -- -- -- -- P A A X T
Integration Tests -- -- -- -- P A A X T
Training X -- I A P A C -- -
Acceptance Tests -- A D X P - d A A
Project Close A A I A X/P A C A A
Project Owner C
Project manager E
K-users Team Leader D
Senior Annalist B
Senior programmer H

27
Responsibility matrix - WP level
• Rules :
– Only people that can assume responsibilities
• Do not represent all users
• Do not represent all programmers
– 1 and only 1 X for each line
– 1 and only 1 P for each line
– IF D or T or I, the actor will not have other
responsibilities

28
Responsibility matrix –
Activities Level
• Activities matrix
• Defines responsibilities on activities level
• Line : 1 activity
• Column : 1 actor
• Represent all actors (except decision makers)
• Not usually used
– A lot of activities
– This responsibilities can be defined by resource
allocation

29
Example : Network installation Project

MR Owner Logistic PM Senior
WP Level (Customer) Manager (supplier) Net Spec
(Customer) (supplier)
Business I A P X
Need spec
MR Logistic PM Junior Junior Senior

Manager Spec A Spec B Net Spec
Activity
level (Customer) (supplier) (supplier) (supplier)
Services to A I X P
support
Locals A I X X P
Connections C I X P
with other
networks

30
Procedures responsibility assignment matrix
• Is used to define procedures, principles or

policies for managing the project, that may be:
– Procedures for monitoring and control
– Change control procedures
– Quality control procedures
– Configuration management procedures

31
Exercise
MR Owner PM Senior Quality
Procedural (Customer) (supplier) Programmer Spec
(supplier) (supplier)
Change D P/X C
management
Quality I P A X
management
Configuration P X
management
X – executes the work T – provides Tuition on the job

D – takes the Decision solely or ultimately I – must be Informed
d - Takes the decision jointly or partly C – must be Consulted
P – controls Progress A – available to Advise

32
SReDis
Sponsor
Project
Analysis Design Realization Transition PM
Management
Requirement System Install Infra- TL K- TL Infra-

Start-up M Web TL BI TL Web
Spec Specification structure Users structures
Plan & Tests C BI1 C W1 KU1

M BI Deploy App
Control Specification
Integration Acceptance C BI2 C W2 KU2

Close
Testes Tests
TL K-
Sponsor PM TL W TL BI users TL-Infra
Start-up D P/X A/C A/C A/C A/C
Plan&Control I P/X C C C C
Close D P/X A A A A
Req.Spec D P X A A
System Spec P X A A
Tests Spec P A A X
M Web P X
M BI P X
Integr.Tests P A X
Install IS P X
Deploy
P A X
Accep.Tests D P A A X
Communication

34
Communication
• Communication covers effective exchange and
understanding of information between parties
• Information management includes:
– modelling,
– gathering,
– selecting,
– storing
– retrieving project data
• Reporting provides information
– status of the work on the project
– forecast developments until the end of the project
ICB – IPMA Competence Baseline

35
Communication
• Forms
– Oral / Written
– Text / Graphic
– Static / Dynamic
– Formal / Informal
– Voluntary / Requested
• Take place
– Conversation
– Meetings
– Workshops or Conferences
– Exchanging reports or meeting minutes
• Is important to consider confidentiality

36
Oral vs Written communication
• Oral Communication
– Information can be communicated in a more accurate and
timely manner
– Provides immediate feedback
– Through words or nonverbal (body-language)
– Especially important early in the project to foster team building,
develop working relationships,…
– effective listening
– Use memos to confirm oral communication cc to who may need
to know
• Written communication
– Clear and concise
– Mostly to inform, confirm and request

37
PM communication main process
• Identify stakeholders
• Planning communication
– Who needs the information
– When will they need it
– How will the information be given to them
• Distribution information
– Making needed information available in a timely manner
• Managing stakeholders
– Managing communication and resolve issues
• Reporting performance
– Collecting and disseminating information (status, progress,
forecast)

38
Planning Communication
Every project should include a communication
management plan
Addressing:
• Stakeholders communication requirements
• Information to be communicate (format, content and level of detail)
• Who will produce the information and who will receive it
• Suggested methods or technologies
• Frequency of communication
• Escalation procedures
• Revision procedures
• Glossary (common terminology)

39
Distribution Information
• Decide the best way to distribute information

• Use technology to enhance information distribution
• Selecting the appropriate communication medium
• Understanding group and individual communication
needs
• Setting a stage for communication bad news
• Number of communication channels = n(n-1)/2
– N increases => more communication complexity

40
Information Flows
Status reports
(aggregated progress data)
Work assignment
Progress

41
Reporting Performance
• Status reports
– Where the project stands at a specific point of time
• Progress reports
– What the project team has accomplished during a
certain period of time
• Forecast
– Predict future project status based on past
information and trends
• Status review meeting (steering committee)

42
Communication Plan
Part of the Project Plan

From To What When How
PM Owner Status Every other Mail
Report week;
Cc ….
Weekly during
test phase
Team Leaders PM Progress Weekly Collaborat
Report ive tool
(Thursday
until 6 pm)

43
Communication Plan
Meetings plan
Meeting type Who When
Steering Owner; PM; … Monthly

Progress PM, Team Leaders Weekly (Friday 11
am)
…
1. Progress review (team meetings)

2. Status review (steering)
3. Technical
• Requirements identification
• Review (plans, specification, design, …)
44
Meetings
Before the meeting

• Determine if a meeting is really necessary
• Determine the purpose and intent outcome
• Determine who should attend the meeting
• Provide an agenda to participants before the meeting
– Start and End
– Topics
– Time allocate to each topic
• Prepare visual aids or handouts
• Make meeting room arrangements and audiovisual
equipment if necessary

45
Meetings
During the meeting

• Start the meeting on time
• Designate a note-taken
• Review the purpose of the meeting and the agenda
• Facilitate – don’t dominate
– Keep moving within scheduled
– Encourage participation
– Limit discussion
– Control interruptions and side conversations
– Clarify points
– Summarize
• Summarize meeting results
46
Meetings
After the meeting
• Publish the meeting results within 24 hours
• Contents of the meeting minute
– Participants list
– Data and Local
– Topics addressed
– Decisions
– Action list
• Action
• Who is responsible
• By when
47
Communication Process Steps
• Set out the communication plan (start-up)

• Id the target population and their location
• Id what needs to be communicated and the
context
• Choose the place, time, duration and means
• Plan the communication process
• Check the infrastructures and send/transmit
• Seek feedback on the effectiveness
• Evaluate and take appropriate action
• Document lessons learned for future projects
48

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GPI - Gestão de Projectos Informáticos

Project Organization Management

Maria do Rosário Bernardo

The Formal Organization

• Formal groupings & specializations

Maria do Rosário Bernardo

Organizational Structures Types

Maria do Rosário Bernardo

Maria do Rosário Bernardo

The Functional Organization

Maria do Rosário Bernardo

Maria do Rosário Bernardo

The Matrix Organization

Maria do Rosário Bernardo

Project’s Organization involved

• Customer: Final user Organization

Maria do Rosário Bernardo 9

OBS Organization Breakdown Structure

Steering Committee Think a project as an

TL1 TL2 … TLi TLn PM PM …

Maria do Rosário Bernardo

OBS Organization Breakdown Structure

PM TL1 TL2 … TLi

Maria do Rosário Bernardo

Roles and Responsibilities

• As authority and capacity to start / end the project

Maria do Rosário Bernardo 13

Roles and Responsibilities

Steering Committee responsibilities :

• Project Plan approval;

Maria do Rosário Bernardo 14

Roles and Responsibilities

• Team work distribution and control

• Periodic project status reports distribution (insures

Maria do Rosário Bernardo 15

Maria do Rosário Bernardo 16

Responsibility assignment matrix

• The project’s roles and organizational

Maria do Rosário Bernardo 18

Responsibility assignment matrix

Responsibility matrix - WP level

• Define work packages responsibilities

Maria do Rosário Bernardo 19

Responsibility assignment matrix

We adopt the proposal by Grude and Haug

• X – eXecutes the work

• d - Takes the decision jointly or partly

D1 D - - A takes the decision alone

D2 D d d B,C close opinions and recommend. A has the

• T – provides Tuition on the job

Maria do Rosário Bernardo 23

Responsibility assignment matrix

Maria do Rosário Bernardo 24

Exercise 1 – Installation work packages

Owner PM Senior Users System

X – executes the work T – provides Tuition on the job

Work package Exercise

Maria do Rosário Bernardo 27

Responsibility matrix - WP level

Maria do Rosário Bernardo 28

Maria do Rosário Bernardo

Example : Network installation Project

MR Logistic PM Junior Junior Senior