1. Information Technology Project Management
by Jack T. Marchewka
Power Point Slides by Jack T. Marchewka, Northern Illinois University
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2. CHAPTER 4 The Human Side of Project Management

3. 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. Organization and Project Planning Organizational Structure

5. Organization and Project Planning – The Formal Organization
The Functional Organization
Advantages
Increased flexibility
Breadth and depth of knowledge and experience
Less duplication
Disadvantages
Determining responsibility
Poor response time
Poor integration

6. The Functional Organization

7. Organization and Project Planning – The Formal Organization
The Project Organization
Advantages
Clear authority and responsibility
Improved communication
High level of integration
Disadvantages
Project isolation
Duplication of effort
Projectitis

8. The Project Organization

9. Organization and Project Planning – The Formal 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

10. The Matrix Organization

11. Which Organizational Structure Is Best
Which Organizational Structure Is Best? 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 to one another.

12. The Informal Organization
Bypasses formal lines of communication & authority.
Power is determined by how well one is connected in the informal network.

13. Organization and Project Planning – The Informal 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

14. Stakeholder Analysis Chart

15. 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

16. The Project Team Team Selection and Acquisition
Skills desired in team members
technology skills
business/organization skills
interpersonal skills
Size of team
Source of team members

17. The Project Team Team Performance 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

18. The Project Team Team Performance Real Teams Team basics
Small number of people
Complementary skills
Commitment to a common purpose and performance goals
Commitment to a common approach
Mutual accountability

19. Teams vs. Groups
A team is not just a group of people working together.
A team is not a team because someone says they’re a team.
Teamwork is about values not about team performance.

20. The Project Team Real Teams Common sense findings:
Teams flourish on a demanding performance challenge
Team basics are often overlooked
Most organizations prefer individual accountability to team accountability
Uncommon sense findings
Strong performance goals spawn more real teams
High performance teams are rare
Real teams provide basis of performance
Teams naturally integrate performance and learning

21. Radical Teams John Redding, 2000 Based on a study of 20 teams
A fundamentally new and different form of team work
Team work is based on “learning”
Provides the basis for knowledge management.

22. Project Teams and Knowledge Management
Traditional teams
Accept background information at face value
Approach projects in a linear fashion
Provide run-of-the-mill solutions
Radical teams
Get to the root of the matter
Do not accept information at face value
Question and challenge the framing of the original problem

23. 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).

24. A Learning Cycle

25. Learning Cycles and Lessons Learned
Phases of learning cycles
Understand and frame problem
Create a shared understanding
What is the problem (or opportunity)?
What are we trying to do?
How are we going to do it?
Starts out being general but becomes more defined as the project proceeds

26. Learning Cycles and Lessons Learned
Phases of learning cycles
Plan
Teams plan actions to produce learning by answering
What don’t we know that we need to know?
What actions can we take between now & our next meeting to find out what we need to know?
How can we verify that what we are assuming is actually true?

27. Team Learning Record

28. Learning Cycles and Lessons Learned
Phases of learning cycles
Act
Key to learning is action!
What teams do outside of meetings is just as important as what they do during meetings
Test assumptions
Experiment
Gather new information
Try out hunches
Only by acting do teams have the opportunity to learn

29. Action Plan for Team Learning

30. Learning Cycles and Lessons Learned
Phases of learning cycles
Reflect and Learn
Focus of team meetings
Really when team learning occurs
Teams need to slow down, reflect on what has happened and capture lessons learned
Must occur
In a spirit of openness
Not in a climate of self-protection or criticism

31. Assessing team learning
Speed
Depth
Breadth

32. Assessing Team Learning
Speed
Number of learning cycles completed
The more cycles completed, the more learning that takes place
Depth
Degree to which teams “reframe” their understanding of the original problem
Breadth (Impact)
The impact of the results produced by the team
Degree to which other projects, functional areas, or the organization as a whole is influenced

33. Team Learning Cycles over the Project Life Cycle

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

35. Project Team Charter

36. PMBOK: Project Human Resource Management

37. PMBOK: Organizational Planning

38. PMBOK: Role and Responsibility Assignment

39. PMBOK: Supporting Details

40. PMBOK: Staff Acquisition

41. PMBOK: Team Development