Chapter 4: IT project manager

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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

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Nội dung Text: Chapter 4: IT project manager

 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.
The Functional Organization
The Project Organization
The Matrix Organization  Forms ◦ Balanced matrix ◦ Functional matrix ◦ Project matrix  Advantages ◦ High level of integration ◦ Improved communication ◦ Increased project focus  Disadvantages ◦ Higher potential for conflict ◦ Poorer response time
The Matrix Organization
 Stakeholders –Individuals,groups or organizations with a stake/claim in project’s outcome  Stakeholder Analysis ◦ Develop list of stakeholders with an interest in the project ◦ Identify their interest in project ◦ Gauge their influence over project ◦ Define a role for each stakeholder ◦ Identify an objective for each stakeholder ◦ Identify strategies for each stakeholder
 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
 Team Selection and Acquisition ◦ Skills desired in team members n technology skills s business/organization skills a interpersonal skills ◦ Size of team ◦ Source of team members
 Team Performance ◦ Work Groups � Members interact to share information, best practices, or ideas � No shared performance goals (individual performance) mNo joint workproducts o No mutual accountability t Viable in many situations
 Team Performance ◦ Real Teams � Team basics � Small number of people p Complementary skills i Commitment to a common purpose and performance goals c Commitment to a common approach c Mutual accountability
◦ Real Teams Common sense findings: d Teams flourish on a demanding performance challenge n Team basics are often overlooked o Most organizations prefer individual accountability to team accountability n Uncommon sense findings i Strong performance goals spawn more real teams c High performance teams are rare Real teams provide basis of performance d Teams naturally integrate performance and learning