Chapter 4: IT project manager

Chia sẻ: Pham Minh Quang Quang | Ngày: | Loại File: PPT | Số trang:15

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Chapter 4: IT project manager

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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 

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  1.  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.
  2. The Functional Organization 
  3. The Project  Organization
  4. 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 
  5. The Matrix Organization 
  6.  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
  7.  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
  8.  Team Selection and Acquisition  ◦ Skills desired in team members n technology skills s business/organization skills a interpersonal skills ◦ Size of team ◦ Source of team members
  9.  Team Performance ◦ Work Groups � Members interact to share information, best practices, or  ideas � No shared performance goals (individual performance) mNo joint work­products o No mutual accountability t Viable in many situations
  10.  Team Performance ◦ Real Teams � Team basics � Small number of people p Complementary skills i Commitment to a common purpose and performance goals c Commitment to a common approach c Mutual accountability
  11. ◦ Real Teams Common sense findings: d Teams flourish on a demanding performance challenge n Team basics are often overlooked o Most organizations prefer individual accountability to team  accountability n Uncommon sense findings i Strong performance goals spawn more real teams c High performance teams are rare   Real teams provide basis of performance d Teams naturally integrate performance and learning
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