Projects and Organizational Strategy I would like you to watch the video and read the slides and summarize it in at least 2-3 pages. Use straightforward w

Projects and Organizational Strategy I would like you to watch the video and read the slides and summarize it in at least 2-3 pages.

Use straightforward words because I am an international student and easy structure

this is the link for the video :

https://www.freeconferencecall.com/wall/recorded_a… THE ORGANIZATIONAL
CONTEXT
Chapter 2
Copyright ©2016 Pearson Education, Inc.
CHAPTER 2
LEARNING OBJECTIVES
After completing this chapter, you should be able to:
1. Understand how effective project management contributes
to achieving strategic objectives.
2. Recognize three components of the corporate strategy
model: formulation, implementation, and evaluation.
3. See the importance of identifying critical project stakeholders
and managing them within the context of project
development.
4. Recognize the strengths and weaknesses of three basic forms
of organizational structure and their implications for
managing projects.
Copyright ©2016 Pearson Education, Inc.
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CHAPTER 2
LEARNING OBJECTIVES
After completing this chapter, you should be able to:
5.Understand how companies can change their structure into a
“heavyweight project organization” structure to facilitate
effective project management practices.
6.Identify the characteristics of three forms of project
management office (PMO).
7.Understand key concepts of corporate culture and how cultures
are formed.
8.Recognize the positive effects of a supportive organizational
culture on project management practices versus those of a culture
that works against project management.
Copyright ©2016 Pearson Education, Inc.
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PMBOK CORE CONCEPTS
Project Management Body of Knowledge (PMBoK) covered
in this chapter includes:
1. Project Procurement Management (PMBoK 12)
2. Identify Stakeholders (PMBoK 13.1)
3. Plan Stakeholder Management (PMBoK 13.2)
4. Manage Stakeholder Engagement (PMBoK 13.3)
5. Organizational Influences on Project Management
(PMBoK 2.1)
6. Organizational Structures (PMBoK 2.1.3)
7. Organizational Cultures and Styles (PMBoK 2.1.1)
8. Enterprise Environmental Factors (PMBoK 2.1.5)
Copyright ©2016 Pearson Education, Inc.
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PROJECTS AND ORGANIZATIONAL
STRATEGY
Strategic management – the science of formulating,
implementing and evaluating cross-functional
decisions that enable an organization to achieve its
objectives.
Consists of:
 Developing vision and mission statements
 Formulating, implementing, and evaluating
 Making cross-functional decisions
 Achieving objectives
Copyright ©2016 Pearson Education, Inc.
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PROJECTS REFLECT STRATEGY
(TABLE 2.1)
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TOWS MATRIX
(FIGURE 2.2)
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STAKEHOLDER MANAGEMENT
Stakeholder Analysis is a useful tool for demonstrating some of
the seemingly irresolvable conflicts that occur through the
planned creation and introduction of new projects.
Project Stakeholders are defined as all individuals or groups
who have an active stake in the project and can potentially
impact, either positively or negatively, its development.
Copyright ©2016 Pearson Education, Inc.
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IDENTIFYING PROJECT
STAKEHOLDERS
Internal Stakeholders
• Top management
• Accountant
• Other functional
managers
• Project team
members
Copyright ©2016 Pearson Education, Inc.
External Stakeholders
• Clients
• Competitors
• Suppliers
• Environmental,
political, consumer,
and other intervener
groups
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PROJECT STAKEHOLDER
RELATIONSHIPS
(FIGURE 2.3)
Copyright ©2016 Pearson Education, Inc.
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MANAGING STAKEHOLDERS
1. Assess the environment.
2. Identify the goals of the principal actors.
3. Assess your own capabilities.
4. Define the problem.
5. Develop solutions.
6. Test and refine the solutions.
Copyright ©2016 Pearson Education, Inc.
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ORGANIZATIONAL STRUCTURE
Consists of three key elements:
1. Designates formal reporting relationships
 number of levels in the hierarchy
 span of control
2. Identifies groupings of:
 individuals into departments
 departments into the total organization
3. Design of systems to ensure
 effective communication
 coordination
 integration across departments
Copyright ©2016 Pearson Education, Inc.
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FORMS OF ORGANIZATION
STRUCTURE
 Functional organizations – group people
performing similar activities into departments
 Project organizations – group people into project
teams on temporary assignments
 Matrix organizations – create a dual hierarchy in
which functions and projects have equal
prominence
Copyright ©2016 Pearson Education, Inc.
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FUNCTIONAL ORGANIZATIONAL
STRUCTURE
(FIGURE 2.4)
Copyright ©2016 Pearson Education, Inc.
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FUNCTIONAL STRUCTURES
(TABLE 2.2)
Strengths for
Project Management
1.
2.
3.
Projects developed within basic
functional structure require no
disruption or change to firm’s
design.
Weaknesses for
Project Management
1.
Functional siloing makes it
difficult to achieve crossfunctional cooperation.
2.
Lack of customer focus.
Enables development of in-depth
knowledge and intellectual
3.
capital.
Longer time to complete
projects.
Allows for standard career paths. 4.
Varying interest or commitment.
Copyright ©2016 Pearson Education, Inc.
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PROJECT ORGANIZATIONAL STRUCTURE
EXAMPLE
(FIGURE 2.6)
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PROJECT STRUCTURES
(TABLE 2.3)
Strengths for
Project Management
1.
Project manager sole authority
2.
Improved communication
Weaknesses for
Project Management
1.
Expensive to set up and maintain
teams
2.
3.
Effective decision-making
Chance of loyalty to the project
rather than the firm
4.
Creation of project management 3.
experts
Difficult to maintain a pooled
supply of intellectual capital
5.
Rapid response to market
opportunities
4.
Team member concern about
future once project ends
Copyright ©2016 Pearson Education, Inc.
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MATRIX ORGANIZATIONAL STRUCTURE
(FIGURE 2.7)
Copyright ©2016 Pearson Education, Inc.
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MATRIX STRUCTURES
(TABLE 2.4)
Strengths for
Project Management
Weaknesses for
Project Management
1.
Suited to dynamic environments 1.
2.
Equal emphasis on project
management and functional
efficiency
3.
Promotes coordination across
functional units
4.
Maximizes scarce resources
Copyright ©2016 Pearson Education, Inc.
Dual hierarchies mean two
bosses
2.
Negotiation required in order to
share resources
3.
Workers caught between
competing project & functional
demands
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HEAVYWEIGHT PROJECT
ORGANIZATIONS
Organizations can sometimes gain tremendous benefit from
creating a fully-dedicated project organization.
Lockheed Corporation’s “Skunkworks”
 Project manager authority expanded
 Functional alignment abandoned in favor of market
opportunism
 Focus on external customer
Copyright ©2016 Pearson Education, Inc.
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MANAGER’S PERCEPTIONS OF
EFFECTIVENESS OF VARIOUS STRUCTURES
ON PROJECT SUCCESS
(FIGURE 2.8)
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PROJECT MANAGEMENT OFFICES
Centralized units that oversee or improve the
management of projects
Resource centers for:
 Technical details
 Expertise
 Repository
 Center for excellence
Copyright ©2016 Pearson Education, Inc.
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ALTERNATIVE LEVELS OF PROJECT
OFFICES
(FIGURE 2.9)
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FORMS OF PMOs
 Weather station – monitoring and tracking
 Control tower – project management is a skill to
be protected and supported
 Resource pool – maintain and provide a cadre of
skilled project professionals
Copyright ©2016 Pearson Education, Inc.
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PMO CONTROL TOWER
 Performs four functions:
 Establishes standards for managing projects
 Consults on how to follow these standards
 Enforces the standards
 Improves the standards
Copyright ©2016 Pearson Education, Inc.
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ORGANIZATIONAL CULTURE
 Unwritten
 Rules of behavior
 Held by some subset of the organization
 Taught to all new members
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KEY FACTORS THAT AFFECT
CULTURE DEVELOPMENT
 Technology
 Environment
 Geographical location
 Reward systems
 Rules and procedures
 Key organizational members
 Critical incidents
Copyright ©2016 Pearson Education, Inc.
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ORGANIZATIONAL CULTURE
 Departmental interaction
 Employee commitment to goals
 Project planning
 Performance evaluation
Copyright ©2016 Pearson Education, Inc.
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SUMMARY
1. Understand how effective project management
contributes to achieving strategic objectives.
2. Recognize three components of the corporate strategy
model: formulation, implementation, and evaluation.
3. See the importance of identifying critical project
stakeholders and managing them within the context of
project development.
4. Recognize the strengths and weaknesses of three basic
forms of organizational structure and their implications
for managing projects.
Copyright ©2016 Pearson Education, Inc.
2-29
SUMMARY
5. Understand how companies can change their structure
into a “heavyweight project organization” structure to
facilitate effective project management practices.
6. Identify the characteristics of three forms of project
management office (PMO).
7. Understand key concepts of corporate culture and how
cultures are formed.
8. Recognize the positive effects of a supportive
organizational culture on project management practices
versus those of a culture that works against project
management.
2-30
Copyright ©2016 Pearson Education, Inc.
2-31

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