Chapter 4: IT project manager

    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 The Functional Organization The Project 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 The Matrix 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  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  Team Selection and Acquisition ◦ Skills desired in team members  technology skills  business/organization skills  interpersonal skills ◦ Size of team ◦ Source of team members  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  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 ◦ 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 ... 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... 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. .. accountability  Viable in many situations  Team Performance ◦ Real Teams  Team basics  Small number of people  Complementary skills  Commitment to a common purpose and performance goals  Commitment