1. The Human Side of Project Management

2. Human Side of Project Management
Organizational planning: focuses on the roles, responsibilities, and relationships among the project stakeholders.
Staff acquisition: having policies, procedures, and practices to guide the recruitment of appropriately skilled and experienced staff.
Team development: involves creating an environment to develop and support the individual team members and the team itself.

3. Organizational Planning
Organizational planning involves identifying, documenting, and assigning project roles, responsibilities, and reporting relationships
Outputs and processes include
project organizational charts
work definition and assignment process
responsibility assignment matrixes
resource histograms

4. Organization and Project Planning Organizational Structure
The performance of an organization or a project is influenced largely by how well its resources are organized.
The structure of an organization must fit its strategy.
The formal organizational structure will determine how resources are allocated, who has authority over those resources, and who is really in charge of the project.
Three most common structures- functional, matrix,a and project-based organization.
An organization may choose to combine these forms any number of ways to create a hybrid organization.

5. Organization and Project Planning – The Formal Organization
The Functional Organization
based upon organizing resources to perform specialized tasks or activities in order to attain the goals of the organization.
Projects are managed within the existing functional hierarchy.
Advantages
Increased flexibility
Breadth and depth of knowledge and experience
Less duplication
Disadvantages
Determining responsibility
Poor response time
Poor integration
A project may cross functional boundaries. There are two main issues that must be resolved at the outset of a project: who will be responsible for the project? What resources will each subunit provide?
Determining authority and responsibility is one problem when the project involves more than one functional area.
Poor integration results in two problems: 1. The individuals in a functional area may act in their own best interests instead of taking a holistic or organizational view of the project 2. The functional area may attempt to become self-sufficient by acquiring knowledge, expertise, and technology outside of its normal area of specialization. These 2 problems may lead to an organization of warring tribes as functional areas compete for resources and blur lines of responsibility.

6. The Functional Organization

7. Organization and Project Planning – The Formal Organization
The Project Organization
support multiple projects at one time and integrate project management tools and techniques throughout the organization.
each project is treated as a separate and relatively independent unit within the organization.
Advantages
Clear authority and responsibility
Improved communication
High level of integration
Disadvantages
Project isolation
Duplication of effort
Projectitis
Project isolation- since each project may be thought of as a self-contained unit, there is the potential for each project to become isolated from other projects in the organization.
Projectitis- a strong attachment to the project and to each other. Have difficult time letting go.

8. The Project Organization

9. Organization and Project Planning – The Formal Organization
The Matrix Organization
The ability to integrate areas and resources throughout an organization.
Unity of command is violated.
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
Unit of command is violated since each project team member will have more than one boss, leading to the possibility of confusion, frustration, conflict, and mixed loyalties.
The project manager coordinates all the project activities for the functional areas, while the functional areas provide the wherewithal to carry out those activities.
Balanced matrix- the project manager focuses on defining all of the activities of the project, while the functional managers determine how those activities will be carried out.
Functional matrix- the project manager focuses on coordinating the project activities, while the functional managers are responsible for completing those activities that are related to their particular area.
Project matrix-the project manager has most of the authority and responsibility for defining and completing the project activities, while the functional managers provide guidance and resources, as needed.
Higher potential for conflict – power is distributed, wonder who really is their boss.
Poorer response time – confusion, mixed royalties, and various distributions of power.

10. The Matrix Organization

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

12. 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
Managerial role focuses on planning, organizing, and controlling.
Leadership role centers on getting people motivated and then headed down the right path towards a common goal.

13. 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
Project team member should be chosen based on 1. Technology skills
2. Business/organization skill- knowledge or expertise within a specific domain as well as knowledge of a particular organization or industry 3. Interpersonal skills – ability to communicate.
The size or scope of the project will determine the size of the project team.
The project manager may recruit project team members internally or externally.

14. Team Organization Teams are used throughout software production
Especially during implementation
Two extreme approaches to team organization
Democratic teams (Weinberg, 1971)
Chief programmer teams (Brooks, 1971; Baker, 1972)

15. Democratic Team Approach
Basic underlying concept—egoless programming
Programmers can be highly attached to their code
They even name their modules after themselves
They see their modules as extension of themselves

16. Democratic Team Approach (contd)
If a programmer sees a module as an extension of his/her ego, he/she is not going to try to find all the errors in “his”/“her” code
If there is an error, it is termed a bug 
The fault could have been prevented if code had been better guarded against the “bug”
“Shoo-Bug” aerosol spray

17. Democratic Team Approach (contd)
Proposed Solution
Egoless programming
Restructure the social environment
Restructure programmers’ values
Encourage team members to find faults in code
A fault must be considered a normal and accepted event
The team as whole will develop an ethos, group identity
Modules will “belong” to the team as whole
A group of up to 10 egoless programmers constitutes a democratic team

18. Democratic Team Approach
Difficulties
Management may have difficulty
Difficult to introduce into an undemocratic environment
Strengths
Democratic teams are enormously productive
They work best when the problem is difficult
They function well in a research environment
Problem:
Democratic teams have to spring up spontaneously

19. Chief Programmer Teams
Consider a 6-person team
Fifteen 2-person communication channels
The total number of 2-, 3-, 4-, 5-, and 6-person groups is 57
The team cannot do 6 person-months of work in 1 month

20. Chief Programmer Teams (contd)
Six programmers, but now only 5 lines of communication

21. Classical Chief Programmer Teams
Basic idea behind the concept
Analogy: chief surgeon directing operation, assisted by
Other surgeons
Anesthesiologists
Nurses
Other experts, such as cardiologists, nephrologists
Two key aspects
Specialization
Hierarchy

22. Beyond CP and Democratic Teams
Potential Pitfall
Chief programmer is personally responsible for every line of code.
He/she must therefore be present at reviews
Chief programmer is also team manager, H
He/she must therefore not be present at reviews!

23. Beyond CP and Democratic Teams (contd)
Solution
Reduce the managerial role of the chief programmer

24. Beyond CP and Democratic Teams (contd)
It is easier to find a team leader than a chief programmer
Each employee is responsible to exactly one manager—lines of responsibility are clearly delineated
Team leader is responsible for only technical management
Budgetary and legal issues, and performance appraisal are not handled by the team leader
Team leader participates in reviews—the team manager is not permitted to do so
Team manager participates at regular team meetings to appraise the technical skills of the team members

25. Larger Projects Nontechnical side is similar
For even larger products, add additional layers

26. Beyond CP and Democratic Teams (contd)
Decentralize the decision-making process where appropriate
Useful where the democratic team is good

27. Sample Organizational Chart for a Large IT Project

28. Sample Responsibility Assignment Matrix (RAM)

29. RAM Showing Stakeholder Roles

30. Sample Resource Histogram

31. Staff Acquisition
Staffing plans and good hiring procedures are important in staff acquisition, as are incentives for recruiting and retention
Some companies give their employees one dollar for every hour a new person they helped hire works
Some organizations allow people to work from home as an incentive
Research shows that people leave their jobs because they don’t make a difference, don’t get proper recognition, aren’t learning anything new, don’t like their coworkers, and want to earn more money

32. Staff Selection Factors
Application domain experience
Platform experience
Programming language experience
Educational background
Communication ability
Adaptability
Attitude
Personality