1. Information Technology Project Management – Third Edition
By Jack T. Marchewka
Northern Illinois University
Copyright 2009 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 the 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 contained herein.

2. The Human Side of Project Management
Chapter 4

3. PMBOK® Area – Project Human Resources Management
Human Resources Planning
Creating a staff management plan that identifies project roles, responsibilities, and reporting relationships
Acquiring Project Team
Putting together a project team with the right mix of skills and experiences
Developing Project Team
The technical, organizational, and interpersonal skills of team members may need to be augmented through training
Also includes creating the team environment
Managing the Project Team
The challenge of managing local and/or geographically dispersed project team members

4. The Formal Organization
Formal groupings & specializations
Documented in an organizational chart to clarify and portray the lines of authority, communication, reporting relationships and responsibilities of individuals and groups within the organization
Indicates how a project will interface with the parent organization
Determines how resources will be allocated, who has authority over those resources and who is really in charge of the project
Published Lines of
Authority
Responsibilities
Reporting Relationships
Communication
Decision-Making

5. Organization and Project Planning Organizational Structure
Figure 4.1

6. The Functional Organization
Figure 4.2

7. The Functional Organization
Disadvantages
Determining Authority & Responsibility when project crosses functional areas
Poor Response Time – multiple layers of management
Poor Integration – functional areas isolate themselves (silos)
Advantages
Increased Flexibility
Breadth & Depth of Knowledge & Experience
Less Duplication

8. The Project Organization

9. The Project-Based Organization
Advantages
Clear Authority & Responsibility
Improved Communication
High Level of Integration – better communication across the org
Disadvantages
Project Isolation from other projects
Duplication of Effort
“Projectitis” – team becomes to attached to project and may not want to kill it

10. The Matrix Organization
Figure 4.4

11. The Matrix Organization
Hybrid organizations
Balanced matrix – project manager defines activities, functional manager carries them out
Functional matrix – PM coordinates project activities, FM completes activities related to their area
Project matrix – PM has most of the authority and responsibility for defining and completing the project activities while the FMs provide guidance and resources

12. The Matrix Organization
Advantages
High Level of Integration
Improved Communication
Increased Project Focus
Disadvantages
Potential for conflict
Unity of Command can be violated, more than one boss
Poor Response Time

13. Which Works Best
A study of 1,600+ project management professional by Larson and Gobeli concluded
Both project managers and functional managers have a strong preference for the project or project matrix organization
Functional and functional matrix were seen as the least effective
Balanced matrix was seen as only marginally effective
Functional organization may work best when only a few internal projects are being worked on or for a project undertaken within one specific area of the organization
An organization with a large number of external projects would find project organization a better structure
Projects that require a cross-functional approach or have limited staff would be better suited to a matrix organization

14. The Formal Organization
The formal organization is the published structure that defines the official lines of authority, responsibilities and reporting relationships
While the formal organizational structure tells us how individuals or groups within an organization should relate to one another, it does not tell us how they actually relate.

15. The Informal Organization
Bypasses formal lines of communication & authority
Communication can be much faster than in a formal
organization
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

16. Stakeholders
Individuals, groups, or even
organizations that have a “stake”
or claim in the project’s (successful
or unsuccessful) outcome

17. Stakeholder Analysis Process
Develop a list of stakeholders who have an interest in the successful or unsuccessful outcome of the project
Identify the stakeholder’s interest in the project
“+1” for positive interest
“0” for neutral
“-1” for negative interest
Determine the degree of influence each stakeholder has on a scale of 0 (no influence) to 10 (can terminate the project)

18. Stakeholder Analysis
Assessing potential conflict among the stakeholders – i.e., one stakeholder may want to increase system functionality which will increase the budget and time while other stakeholders may want to limit the budget
Define a role for each stakeholder – e.g., champion, consultant, decision maker, ally, rival, foe, etc.
Identify an objective for each stakeholder – e.g., provide resources, guidance, expertise, acceptance, approval, etc.
Identify a strategy for each stakeholder – e.g., build, maintain, improve, re-establish the relationship

19. Stakeholder
Interest
Influence
Potential
Conflicts
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 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 2
This project will change a number business processes. Affected users may resist change by withholding information
Steve Turner – Network Administrator
Shedelle Bivits – Systems Analyst
Corean Jenkins – Programmer/DBA
Myra 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

20. The Project Team The Roles of the Project Manager
Managerial role – planning, organizing, controlling, administrating
Leadership role – build and nurture the relationship among stakeholders, motivate the team, focus everyone on same goal
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

21. 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

22. Team Selection
The PM must find the right mix of people with both technical and nontechnical skills
Some of the skills to look for
Technology skills
Business/organization skills – domain/industry knowledge
Interpersonal skills
Timing of hiring can impact the success of a project

23. The Wisdom of Teams Jon R. Katzenbach Douglas K. Smith
Provides insights to understanding the language and discipline of teams
Work Groups
Pseudo Teams
Potential Teams
Real Teams
High Performance Teams

24. Work Groups
Single leader in control making most of the decisions, delegates to subordinates and monitors the team’s progress
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

25. Teams Bring complementary skills & experience
Jointly defined clear goals & approaches improve communication
Improve decision-making
Have more fun

26. Real Teams Small number of people (2 -12) Complementary skills
technical, interpersonal, decision making, etc.
Committed to a common purpose and performance goals
People understand how their joint work impacts the organization
Common approach how to work together
Open communication and trust leads to sharing of ideas and skills so team members can learn from one another
Hold themselves mutually accountable, not individual accountability

27. Example of a Project Team Charter
Figure 4.10

28. A Learning Cycle Approach to Project Management
An Agile Project Management Approach

29. 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).

30. 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

31. 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

32. A Learning Cycle
Figure 4.6

33. Example of a Team Learning Record
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

34. An Example of an Action Plan for Team Learning
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
Steve
Research average inventory levels for the industry
Wednesday
Figure 4.8

35. Team Learning Cycles over the Project Life Cycle
Each cycle provides
the opportunity to
challenge framing assumptions,
create new understanding &
find radical solutions
Figure 4.9