Organization - Operation Management - Lecture Slides, Slides of Production and Operations Management

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The Manager, the Organization,

and the Team

THE PM’S ROLES

Communicator

Figure 2-1 Communication Paths Between a Project’s Parties-At-Interest

Virtual Project Manager

• Geographically Dispersed Projects
• Communication Via
  • email
  • Web
  • telephone
  • video conferencing
• “ Never let the boss be surprised! ”

Three Overriding Responsibilities

• Acquiring Resources
  • getting necessary quantity and quality can be key challenge
  • “irrational optimism”
• Fighting Fires and Obstacles
• Leadership and Making Trade-Offs

Negotiation, Conflict Resolution, and Persuasion

• Necessary to meet three overriding responsibilities

Key Criteria

• Credibility - The PM is believable
  • technical credibility
  • administrative credibility
• Sensitivity - Politically Astute and Aware of Interpersonal Conflict
• Leadership, Style, Ethics - Ability to Direct Project in Ethical Manner

FITTING PROJECTS IN THE

PARENT ORGANIZATION

Project Organization Continuum

Functional Org.

Functional Matrix

Matrix Balanced

Project Matrix

Project Org. Functional Mgrs. have most if not all authority

Project Mgrs. have most if not all authority

Figure 2-2 The Pure Project

Organization

Figure 2-3 Functional Project

Organization

Functional Project Organization

• Advantages
  • technological depth
  • Fractional resource issue is minimized
• Drawbacks
  • lines of communication outside functional department slow
  • technological breadth
  • project rarely given high priority

Matrix Project Organization

• Advantages
  • flexibility in way it can interface with parent organization
  • strong focus on the project itself
  • contact with functional groups minimizes projectitis
  • ability to manage fundamental trade-offs across several projects
• Drawbacks
  • violation of the Unity of Command principle
  • complexity of managing full set of projects
  • conflict

Figure 2-5 Mixed Project Organization