Running head: REFLECTION PAPER 1
Reflection Paper
Benjamin Srock
Embry-Riddle Aeronautical University Worldwide Campus
Anatomy of Project Organizations
PMGT-611
Dennis Sherman Ph.D.
December 18, 2016
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REFLECTION PAPER. 8 opportunity. Project management, within a blended matrix organizational structure, must share.
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Running head: REFLECTION PAPER 1 Reflection Paper Benjamin Srock Embry-Riddle Aeronautical University Worldwide Campus Anatomy of Project Organizations PMGT- 611 Dennis Sherman Ph.D. December 18, 2016
Table of Contents
- Abstract
- Introduction
- Strategy and Project Selection
- Strategy
- Project Selection
- Structure and Culture
- Structure.......................................................................................................................................
- Culture
- Influencing: Power, Politics, Networking, and Negotiation
- Power
- Politics
- Networking
- Negotiation
- Behavior and Motivation
- Behavior.......................................................................................................................................
- Motivation
- Contingency Leadership Theory
- Human Resource Plan
- Final Reflection
- References
Reflection Paper Introduction Bringing together nine weeks of studies into one centralized reflection paper is exciting and challenging for me. I think about my employer and the many projects I’ve had the pleasure of managing and why those projects were selected while others were not. I think about my organization and why I don’t have complete control over all aspects of labor. Wouldn’t that be easier than having to coordinate with other shops and their supervisory chain of command? I think about how I manage my projects, how I interact with assigned team members, my strengths and weaknesses as a project manager, and how I utilize what I’ve learned to help motivate my personnel, create a positive and synergistic environment, and succeed for both my customer and my organization. Strategy and Project Selection Strategy Organizations exist to provide a better product or better service to a customer. Whether that product is a new military aircraft, a new style of Barbie Doll, or perhaps even a new Information Technology (IT) system for a mid-size university, the product or service must meet the sponsors objective and also fit within the strategic business plan of the organization itself. The strategy is fundamentally deciding how the organization will compete (Larson & Gray, 2014, p. 25), and then deciding which projects it will undertake to support its strategic management plan. Just as a toy manufacturer wouldn’t undertake making cars, an automobile manufacturer wouldn’t undertake making toys. This is not to say that they are incapable, but
simply that this is not part of their strategy for success. To succeed, they must pick the projects that support their vision, mission, and strategy. Project Selection Never has the importance of matching the customer’s need(s) to the organization's strategic plan been more important than in today’s global economic environment. Today, I read that President Obama signed into law the Program Management Improvement and Accountability Act, also known as S.1550. The press release indicated that the Project Management Institute (PMI) uncovered that 64 percent of government strategic initiatives ever meet their goals and business intent and that government entities waste $101 million for every $ billion spent on project and programs ("PMIAC," 2016). Reflection I must admit that before taking PMGT-611, I never really thought of the organization's strategy or why they selected certain projects over others. In my world, the knowledge related to how the projects are created and selected is performed above my level. Once the project is created, it is assigned to me. Looking back at that process, I can see why Professor Morris stepped outside the traditional Project Management Body of Knowledge (PMBOK) to express his concern that project managers be involved from the point where the project is idealized, validated, and shaped by multiple stakeholder forces (Pinto & Winch, 2015, p. 238). If project management expertise had been involved government strategic initiatives, perhaps the untold hundreds of millions or even billions might have been saved for better use elsewhere.
command, I entered the civilian workforce and ran head-on into something I could quite understand. As a project manager, with a blended matrix organizational structure, I share authority with functional management. I must admit that, before this class, I was not a proponent of this type of structure, but now understand the value and efficiency it brings to the project equation. The efficient use of human resources makes it possible for multiple projects to exist at one time. Influencing: Power, Politics, Networking, and Negotiation Power Lussier & Achua (2013) define power as the leader’s potential influence over followers, and because the power is the potential to influence, you do not have to use power to influence others. Sources of power come from the positional authority given by organizational management and from person power derived from the individual itself. Politics Politics is the process of gaining and using power (Lussier Ph.D. & Achua D.B.A., 2013, p. 161). Project management brings to mind a great many principles that must be understood, but perhaps the most powerful underlying trait has to deal with networking. Networking is the developing of relationships for the purpose of socializing and politicking (Lussier Ph.D. & Achua D.B.A., 2013, p. 161). Networking Networking has the highest relative contribution to successful management advancement (Lussier Ph.D. & Achua D.B.A., 2013, p. 161). When we think of networking, we think of making those social connections required to remain successful or keep doors open for future
opportunity. Project management, within a blended matrix organizational structure, must share authority and responsibility along-side functional management. Without an element of networking and socializing, it may become impossible to establish the type of coalition needed to ensure success. Negotiation Negotiation is the process where two or more parties are in conflict and attempt to come to an agreement (Lussier Ph.D. & Achua D.B.A., 2013, p. 475). The ultimate goal of any negotiation process is that each party feels they are receiving a good deal for what they are providing. The manufacturer or service provider will provide the product or services, and the customer will provide the financial support. In the end, the customer must feel they are receiving value for the investment. Reflection I must admit that my understanding of power, politics, networking, and negotiation was limited at best. Not being someone who craves power, and has usually only attained power through position, I’ve never taken the time to develop my power within and apply it toward politicking, networking, or negotiation. I work with an individual who is incredible in this process. At times, I jokingly accuse him of manipulating the process, and he responds the same every time, “it’s just a matter of approach.” Now I understand what he means. Behavior and Motivation Behavior Behavior is the way in which one acts or conducts oneself, especially toward others (Merriam-Webster, n.d.). Project management requires interaction between stakeholders,
may be employed by leadership, the contingency leadership theory takes into account other factors, such as situation. This theory makes it possible for project management to employ varying aspects or traits that best fit the situation in an attempt to change the situation rather than the leadership style. Reflection Contingency leadership was eye-opening for me personally. When faced with differing situations, I always tend to change my style to work within the parameter of the situation. Was I wrong to do this? What I should have been doing is falling back on that portion of my skill that favors relationships to build the coalition necessary to get the situation resolved and project back on track. Having scored pretty much middle-of-the-road between task and relationship leadership styles, this should come more naturally. I will work on this. Human Resource Plan The human resource plan spans all industries and all project types (Dow & Taylor, 2008, p. 293). The purpose of the human resource plan is to consolidate, in one location, information about the project. The plan contains project background, timeframe, scope, goals, objectives, the staffing plan, and staffing requirements. It continues by detailing types of skills needed, resources to be employed, roles and responsibilities, required qualifications, training requirements, material needs, and any applicable contract terms. The use of resource planning, the critical path method, help project management determine how many and what types of resources will be needed to complete a given deliverable. Adding together these deliverables provide insight into total resources required and cost to complete each deliverable. In the end, it is important to understand that a thorough
understanding of the project is key to ensuring the human resource plan is accurate and will hopefully not require changes along the way. Final Reflection In a final reflection of PMGT-611 and my experience with Anatomy of Project Organizations, I must take a view from thirty thousand feet, so-to-speak. Project Management involves an understanding of the organization's strategic business plan and how each project supports the organization's mission and vision. Once the final project plan has been determined, project management involves the use of human resources in support of the plan. In some cases, the human factor involves international relationships and the use of virtual teams. Understanding this, each project manager must understand who they are as a person and how they interact with others. This understanding helps establish a strong relationship leadership style and will help establish a strong culture within the organization and team. I must admit that understanding the big picture, and in some cases, the finite details, has helped me identify faults within my leadership style and how I can work to correct those deficiencies. I can’t wait to learn more and see where my project management career with lead.