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Strategi diimplementasikan melalui berbagai proyek
Masing-masing proyek harus memiliki hubungan yang jelas
dengan strategi organisasi
STRATEGI ORGANISASI DAN PEMILIHAN PROYEK
1
2–2
Where We Are Now
Pertanyaan yang Muncul karena Proyek Tak Jelas
3
Darimana proyek ini berasal?
Apakah saya sebaiknya berhenti mengerjakan proyek ini dan memulai proyek baru?
Mengapa kami mengerjakan proyek ini?
Bagaimana proyek ini bisa menjadi prioritas pertama?
Dimana kami mendapatkan sumber daya untuk mengerjakan proyek ini?
Why Project Managers Need to Understand the Strategic
Management Process
Changes in the organization’s mission and strategy
• Project managers must respond to changes with appropriate decisions about future projects and adjustments to current projects.
• Project managers who understand their organization’s strategy can become effective advocates of projects aligned with the firm’s mission.
2–4
Strategi Organisasi dan Pemilihan Proyek
5
Setiap proyek seharusnya menyumbangkan nilai bagi rencana strategisperusahaan, yang dirancang untuk kebutuhan di masa mendatang daripara pelanggan mereka
Tugas manajemen puncak dan madya menciptakan, memelihara, dan memastikan hubungan yang kuat antara rencana strategis dan proyek
Agar perusahaan dapat memastikan hubungan dan kesesuaian tersebut, proyek harus diintegrasikan dengan rencana strategis menganggap eksistensi rencana strategis dan sebuah proses untuk memprioritaskan proyek berdasarkan kontribusinya terhadap rencana strategis
Strategi Organisasi dan Pemilihan Proyek
6
Banyak organisasi tidak mengembangkan sebuahproses yang secara jelas menghubungkanpemilihan proyek dengan rencana strategissehingga penggunaan sumber daya organisasimenjadi sangat menyedihkan—orang, uang, peralatan, dan berbagai kompetensi inti
Organisasi yang punya hubungan koheren antaraproyek dengan strategi memiliki kerja sama yang lebih baik, kinerja yang lebih baik pada proyekyang dikerjakan, dan punya lebih sedikit proyek
Pemikiran lama vs Pemikiran baru
• Manajemen proyekdikerjakan semata-matadengan perencanaan daneksekusi proyek
• Strategi dianggap menjaditanggung jawabmanajemen senior
• Manajemen proyek adalah poinpaling penting dari strategi danoperasi
• Peran tradisional manajerproyek diperluas darioperasional ke perspektif yang lebih luas
• Manajer proyek akan fokus padaaspek-aspek bisnis, dan peranmereka akan meluas, darimembuat pekerjaan dilakukanmenjadi mencapai hasil-hasilbisnis dan memenangkan pasar
7
Pemikiran Lama Pemikiran Baru
Alasan Manajer Proyek perlu Memahami Strategi
8
Agar manajer proyek dapat membuat keputusan serta penyesuaian secara tepat serta dapat menjadi penasehat proyek yang efektif
Manajer proyek harus mampu menunjukkan kepada manajemen senior bagaimana proyek mereka memberikan kontribusi terhadap misiperusahaan Proteksi dan dukungan yang terus-menerus dapatdiperoleh dengan cara menyesuaikan proyek dengan sasaran perusahaan
Manajer proyek juga perlu mampu menjelaskan kepada anggota tim danstakeholder lain mengapa sasaran dan prioritas tertentu dari proyekadalah kritis agar dapat terlibat dalam keputusan-keputusan yang imbal baliknya sangat besar
Dampak Manajer Proyek Tidak MemahamiPeran Proyek Untuk Mencapai Strategi
9
Fokus pada masalah atau solusi yang
secara strategis punya prioritas rendah
Fokus pada pelanggan saat itu ketimbang
pada pasar keseluruhan dan
rantai nilai
Terlalu menekankanteknologi, akibatnyaadalah proyek yang mengejar teknologicanggih yang tidak
cocok dengan strategiatau kebutuhan
pelanggan
Berusaha memecahkan setiapmasalah pelanggan dengan sebuahproduk atau jasa ketimbang fokus
pada penyelesaian masalah berbasisHukum Pareto (20:80)
Terus-menerus mengusahakankesempurnaan yang tidak
menjadi perhatian siapa pun kecuali tim proyek
PROJECT PORTFOLIO MANAGEMENT
10
2–11
The Strategic Management Process: An Overview
Strategic Management
• Requires every project to be clearly linked to strategy.
• Provides theme and focus of firm’s future direction.
• Responding to changes in the external environment—environmental scanning
• Allocating scarce resources of the firm to improve its competitive position—internal responses to new programs
• Requires strong links among mission, goals, objectives, strategy, and implementation.
Strategic Management Process Activities
Review and define the organizational mission.
Set long-range goals and objectives.
Analyze and formulate strategies to reach objectives.
Implement strategies through projects
2–12
2–13
Why Project Managers Need to Understand the Strategic Management Process
Changes in the organization’s mission and strategy
• Project managers must respond to changes with appropriate decisions about future projects and adjustments to current projects.
• Project managers who understand their organization’s strategy can become effective advocates of projects aligned with the firm’s mission.
2–14
Strategic Management
Process
FIGURE 2.1
2–15
Characteristics of Objectives
EXHIBIT 2.1
S Specific Be specific in targeting an objective
M Measurable Establish a measurable indicator(s) of progress
A Assignable Make the objective assignable to one person
for completion
R Realistic State what can realistically be done with
available resources
T Time related State when the objective can be achieved,
that is, duration
Scenario Planning: A Supplement to Traditional Strategic Planning
2–16
Clarifying your core
business and assessing drivers of change in
the industry environment
Developing potential scenarios
and assessing the
impact of STEEP
factors
Developing potential
contingency strategies and best
future strategic options
Identifying early
indicators and
establishing triggers for
strategic action
Project Portfolio Management (PPM)
17
The centralized management of processes, methods, and technologies used by project
managers and project management offices (PMOs) to analyze and collectively manage a group of
current or proposed projects based on numerous key characteristics.
The objectives of PPM are to determine the optimal resource mix for delivery and to schedule
activities to best achieve an organization’s operational and financial goals ― while honoring
constraints imposed by customers, strategic objectives, or external real-world factors.
2–18
Project Portfolio Management Problems
The Implementation Gap
• The lack of understanding and consensus on strategy among top management and middle-level (functional) managers who independently implement the strategy.
Organization Politics
• Project selection is based on the persuasiveness and power of people advocating the projects.
Resource Conflicts and Multitasking
• Multiproject environment creates interdependency relationships of shared resources which results in the starting, stopping, and restarting projects.
Key Players and Responsibilities
19
Business Unit/Sponsor
Project Manager Project Portfolio Manager
Executive Team
Any organizational component that requests or consumes a portion of the budget for the purpose of conducting projects.
Individual with overall responsibility for successful planning and execution of a project.
Manager with responsibility for the project portfolio.Usually supported by a team.Team may be composed of directors of the business areas.
Select corporate officers who guide and provide inputs to the PPM process.
Key Players and Responsibilities
20
Business Unit/Sponsor
Project Manager Project Portfolio Manager
Executive Team
Each business unit Identifies projects, assists project managers in constructing business cases for justifying projects, and champions its projects and project portfolio.The business unit is responsible for providing quality assurance for data related to its projects.
Project managers work closely with business units/sponsors to provide good data for the portfolio management process.Project managers are responsible for ensuring that approved projects perform according to plan.
The project portfolio manager establishes the rules, and procedures for making portfolio decisions.The portfolio manager analyses projects and portfolios proposed by business units and recommends the overall project portfolio.
The executive team provides policy inputs for the process, including weights for trading off different types of project benefits.The team sets targets, approves the budget and project portfolios, and ensures that portfolio decisions are enforced.
Perlunya Sistem ManajemenPortofolio Proyek Yang Efektif
21
• Kesenjanganimplementasi
• Politik organisasi• Konflik sumber daya
dan multitasking
Masalah yang timbul karena
adanya implementasi proyek tanpa
sebuah sistem prioritas yang
kuat yang terkait dengan
strategi:
Keuntungan Manajemen Portofolio Proyek
22
1• Membangun disiplin ke dalam proses pemilihan proyek
2• Menghubungkan pemilihan proyek dengan matrik strategis
3• Memprioritaskan usulan/proposal proyek berdasarkan sekumpulan kriteria yang
umum ketimbang berdasarkan emosi atau politik
4.• Mengalokasikan sumber daya pada proyek yang selaras dengan arah strategis
5.• Menyeimbangkan resiko di semua proyek
6.• Membenarkan menghapus proyek yang tidak mendukung strategi organisasi
7• Meningkatkan komunikasi dan mendukung kesepakatan terhadap tujuan proyek
Sistem manajemen portofolio
23
Manajemen portofolio memastikan bahwa proyek sesuai dengan tujuan strategis dan diprioritaskan dengan tepat
Manajemen portofolio menyediakan informasi untuk membuat keputusan bisnis secara lebih baik
Perancangan sistem portofolio proyek meliputi:
• Klasifikasi proyek
• Kriteria pemilihan yang tergantung pada klasifikasi
• Sumber proposal
• Evaluasi proposal
• Mengelola portofolio proyek
Klasifikasi Proyek
24
Proyek Pemenuhan (compliance) dan Keadaan Darurat (harus dilakukan)
• Proyek pemenuhan (compliance) umumnya adalah proyek-proyek yang perlumemenuhi persyaratan yang diperlukan untuk beroperasi di suatu wilayahsehingga harus dilakukan
• Proyek keadaan darurat harus memenuhi kriteria• Proyek pemenuhan dan proyek keadaan darurat biasanya mendapat penalti bila
tidak dilakukan
Proyek operasional
• Proyek yang diperlukan untukmendukung operasi yang sedangberjalan; dirancang untukmeningkatkan efisiensi sistempenyerahan, mengurangi biayaproduk, dan meningkatkan kinerja
Proyek strategis
• Proyek yang secara langsungmendukung misi jangka panjangorganisasi
• Diarahkan langsung untuk meningkatkan pendapatan atau pangsa pasar
Klasifikasi Proyek
25
Semua proyek yang berada dalam kategori “harus” mengabaikan kriteria pemilihan lainnya
Aturan utama untuk menempatkan sebuah proyek yang diusulkan masuk dalam kategori “harus” adalah 99% stakeholder organisasi menyetujui bahwa proyek harusdiimplementasikan; tidak ada pilihan selainmengimplementasikan proyek
Semua proyek yang lain dipilih dengan menggunakankriteria pemilihan dihubungkan dengan strategiorganisasi
Portfolio of Projects by Type
2–26
FIGURE 2.2
A Portfolio Management System
2–27
Selection Criteria
• Financial: payback, net present value (NPV), internal rate of return (IRR)
• Non-financial: projects of strategic importance to the firm.
Multi-Weighted Scoring Models
• Use several weighted selection criteria to evaluate project proposals.
Kriteria Pemilihan
28
kriteria nonfinansial
kriteria finansial
• Payback• net present value
(NPV)
Payback
29
Model payback mengukur waktu yang diperlukan untuk memulihkan investasi proyek, lebih pendek lebih diinginkan
Menggunakan cash flows, Digunakan untuk menghapus proyekkhusus yang penuh resiko
Mengabaikan nilai waktu dari uang, mengasumsikan penerimaan kas untuk periode investasi, dan tidak mempertimbangkan profitabilitas
n tahunanpenghemata
proyek biaya estimasi (tahun)an pengembali Masa
Contoh Payback
30
Net Present Value (NPV)
31
Menggunakan tingkat pengembalian minimum yang diinginkan untuk menghitung nilai saat ini dari semuakas bersih
• Positive NPV: project meets minimum desired rate of return and is eligible for further consideration.
• Negative NPV: project is rejected.
Rumus:
Dengan:
• I0 = investasi awal (karena pengeluaran, maka nilainya negatif)
• F = aliran kas bersih untuk periode t
n
tt
t
k
FI
1
01
Proyek NPV
Contoh NPV
32
Kriteria Nonfinansial
33
Untuk menangkap pangsa pasar yang lebih besar
Untuk membuat pesaing sulit memasuki pasar
Untuk mengembangkan sebuah produk enabler, yang pengenalannya akan meningkatkanpenjualan produk-produk yang lebih profitable
Untuk mengembangkan teknologi inti yang akan digunakan dalam produk generasi berikutnya
Untuk mengurangi ketergantungan pada pemasok yang tidak dapat dipercaya
Untuk mencegah intervensi dan regulasi pemerintah
Kriteria intangible untuk mengembalikan citra perusahaan, untuk meningkatkan pengenalan merek
Bertahan hidup dalam jangka panjang adalahtergantung pada pengembangan dan pemeliharaan
kompetensi inti
Multi-Criteria Selection Models
Checklist Model
• Uses a list of questions to review potential projects and to determine their acceptance or rejection.
• Fails to answer the relative importance or value of a potential project and doesn’t to allow for comparison with other potential projects.
Multi-Weighted Scoring Model
• Uses several weighted qualitative and/or quantitative selection criteria to evaluate project proposals.
• Allows for comparison of projects with other potential projects
2–34
Kriteria Pemilihan
35
Karena tidak ada kriteria tunggal yang dapatmencerminkan signifikansi strategis, manajemenportofolio memerlukan model penyaringan denganbanyak kriteria
Model skoring terbobot
• Menggunakan beberapa kriteria pemilihan untuk mengevaluasi usulan proyek
• Membobot kriteria individual sehingga proyek yang memberikankontribusi pada sasaran strategis yang paling utama akan lebihdipertimbangkan/diperhatikan
• Memasukkan kriteria kuantitatif dan kualitatif
• Setiap kriteria diberi bobot dan skor dikalikan untuk mendapatkan total skor terbobot
Sample Selection Questions Used in Practice
2–36
EXHIBIT 2.4
Topic Question
Strategy/alignment What specific strategy does this project align with?
Driver What business problem does the project solve?
Success metrics How will we measure success?
Sponsorship Who is the project sponsor?
Risk What is the impact of not doing this project?
Risk What is the project risk to our organization?
Risk Where does the proposed project fit in our risk profile?
Benefits, value, ROI What is the value of the project to this organization?
Benefits, value, ROI When will the project show results?
Objectives What are the project objectives?
Sample Selection Questions Used in Practice
2–37
EXHIBIT 2.4 cont’d
Topic Question
Organization culture Is our organization culture right for this type of project?
Resources Will internal resources be available for this project?
Approach Will we build or buy?
Schedule How long will this project take?
Schedule Is the time line realistic?
Training/resources Will staff training be required?
Finance/portfolio What is the estimated cost of the project?
Portfolio Is this a new initiative or part of an existing initiative?
Portfolio How does this project interact with current projects?
Technology Is the technology available or new?
Contoh Model Skoring Terbobot
38
Kri
teri
a
Teta
p d
alam
kom
pet
ensi
inti
Kes
esu
aian
str
ateg
is
Urg
ensi
25
% d
ari p
enju
alan
pro
du
k b
aru
Men
gura
ngi
cac
at
sam
pai
ku
ran
g d
ari 1
%
Men
ingk
atka
n
loya
litas
pel
angg
an
RO
I 18
% p
lus
Bo
bo
t to
tal
Bobot 2 3 2 2,5 1 1 3
Proyek 1 1 8 2 6 0 6 5 66
Proyek 2 3 3 2 0 0 5 1 27
Proyek 3 9 5 2 0 2 2 5 56
Proyek 4 3 0 10 0 0 6 0 32
Proyek 5 1 10 5 10 0 8 9 102
Proyek 6 6 5 0 2 0 2 7 55
:
Proyek n 5 5 7 0 10 10 8 83
Contoh Model Skoring Terbobot
39
Proyek 5 mendapat nilai paling tinggi
Proyek 2 mendapat nilai paling rendah
Jika sumber data menciptakan “cutoff
treshold” 50 poin, maka tim prioritas akan
membuang proyek 2 dan proyek 4
Menerapkan Model Pemilihan“Klasifikasi Proyek”
40
Proyek yang berbeda (strategis dan operasional) tidak perlu punya kriteria yang sama persis
Kriteria yang paling penting untuk pemilihan adalah kesesuaian proyek dengan strategi organisasi konsisten di semua jenis proyek dan mendapat prioritas relatif lebih tinggi dibanding kriteria lainnya
Keseragaman di semua model prioritas yang digunakan dapat mencegah perusahaan untuk tidak berlebihan menggunakan sumber daya organisasi
Siapa pun yang membuat usulan proyek perlu mengelompokkan proposal berdasarkan jenis sehingga kriteria yang sesuai dapat digunakan untuk mengevaluasi proposal mereka
Menerapkan Model Pemilihan“Memilih model”
41
Peralihan berdasarkan kriteria finansial menjadi multi kriteria
Manajemen senior berniat mengidentifikasi bauran potensial dari banyak proyek yang akan memungkinkan penggunaan terbaik sumber daya manusia dan modal untuk mengembalikan investasi dalam jangka panjang
Model skoring terbobot membawa proyek semakin dekat dengan tujuan-tujuan strategis
• Disiplin dan kredibilitas perlu dilibatkan dalam pemilihan proyek
• Jumlah proyek yang menghabiskan banyak sumber daya dapt dikurangi
• Proyek politik dan “sacred cow” diekspos
• Tujuan proyek lebih mudah dikenali dan dikomunikasikan denganmenggunakan kriteria pemilihan sebagai bukti-bukti yang menguatkan
• Membantu manajer proyek memahami bagaimana proyek tersebut dipilih, bagaimana proyek tersebut memberikan kontribusi bagi tujuan organisasi, dan bagaimana proyek tersebut dibandingkan dengan proyek lain
Project Proposals
Sources and Solicitation of Project Proposals
• Within the organization
• Request for proposal (RFP) from external sources (contractors and vendors)
Ranking Proposals and Selection of Projects
• Prioritizing requires discipline, accountability, responsibility, constraints, reduced flexibility, and loss of power.
Managing the Portfolio
• Senior management input
• The priority team (project office) responsibilities
2–42
Mer
anki
ng
Pro
po
sal d
anM
emili
hP
roye
k
43
Meranking Proposal dan Memilih Proyek: contoh format evaluasi
44
Tanggung jawab untuk menentukanprioritas
45
Melibatkan disiplin, akuntabilitas, tanggung
jawab, batasan, berkurangnya fleksibilitas, dan hilangnya kekuasaan
Dapat menjadikan hal yang tidak menyenangkan
bagi para manajer
Komitmen manajemen puncak tidak lebih dari sekadar memberi restu kepada sistem prioritas
Manajemen harus meranking dan membobot
berbagai sasaran dan strategi yang mereka
yakini paling kritis bagi organisasi
2–46
A Proposal Form for an Automatic
vehicular tracking (AVL) Public
Transportation Project
FIGURE 2.4A
2–47
Risk Analysis for
500-Acre Wind Farm
FIGURE 2.4B
Managing the Portfolio
Senior Management Input
• Provide guidance in selecting criteria that are aligned with the organization’s goals
• Decide how to balance available resources among current projects
The Priority Team Responsibilities
• Publish the priority of every project
• Ensure that the project selection process is open and free of power politics.
• Reassess the organization’s goals and priorities
• Evaluate the progress of current projects
2–48
2–49
Project Screening Process
FIGURE 2.5
2–50
Priority Analysis
FIGURE 2.6
Project Portfolio Matrix
2–51
FIGURE 2.7
Project Portfolio Matrix Dimensions
• Bread-and-butter Projects– Involve evolutionary improvements to current products and
services.
• Pearls– Represent revolutionary commercial opportunities using proven
technical advances.
• Oysters– Involve technological breakthroughs
with high commercial payoffs.
• White Elephants– Showed promise at one time
but are no longer viable.
2–52
ORGANIZATION: STRUCTURE AND CULTURE
53
Where We Are Now
3–54
Project Management Structures
55
Challenges to Organizing Projects
• The uniqueness and short duration of projects relative to ongoing longer-term organizational activities
• The multidisciplinary and cross-functional nature of projects creates authority and responsibility dilemmas.
Choosing an Appropriate Project Management Structure
• The best system balances the needs of the project with the needs of the organization.
Project Management Structures
56
Functional Organization
Dedicated Project Team
Matrix
Organizing Projects: Functional organization
57
Different segments of the project are delegated to respective functional units.
Coordination is maintained through normal management channels.
Used when the interest of one functional area dominates the project or one functional area has a dominant interest in the project’s success.
Functional Organizations
58
FIGURE 3.1
Functional Organization of Projects
• No Structural Change
• Flexibility
• In-Depth Expertise
• Easy Post-Project Transition
• Lack of Focus
• Poor Integration
• Slow
• Lack of Ownership
59
Advantages Disadvantages
Organizing Projects: Dedicated Teams
60
Teams operate as separate units under the leadership of a full-time project manager.
In a projectized organization where projects are the dominant form of business, functional departments are responsible for providing support for its teams.
Dedicated Project Team
61
FIGURE 3.2
Project Organizational Structure
62
FIGURE 3.3
Project Organization: Dedicated Team
• Simple
• Fast
• Cohesive
• Cross-Functional Integration
• Expensive
• Internal Strife
• Limited Technological Expertise
• Difficult Post-Project Transition
63
Advantages Disadvantages
Organizing Projects: Matrix Structure
64
• Two chains of command (functional and project)
• Project participants report simultaneously to both functional and project managers.
Hybrid organizational structure (matrix) is
overlaid on the normal functional
structure.
• Allows for participation on multiple projects while performing normal functional duties
• Achieves a greater integration of expertise and project requirements
Matrix structure optimizes the use of
resources.
Matrix Organization Structure
65
FIGURE 3.4
Division of Project Manager and Functional Manager Responsibilities in
a Matrix Structure
66
Project Manager Negotiated Issues Functional Manager
What has to be done? Who will do the task? How will it be done?
When should the task be done?
Where will the task be done? How will the project
involvement impact normal functional activities?
How much money is available to do the task?
Why will the task be done?
How well has thefunctional input beenintegrated?
How well has the total project been done?
Is the task satisfactorily completed?
TABLE 3.1
Different Matrix Forms
67
Matrix Forms
Functional (also Weak or Lightweight)
Form
Balance (or Middleweight)
Form
Strong (Heavyweight)
Form
Project Organization: Matrix Form
• Efficient
• Strong Project Focus
• Easier Post-Project Transition
• Flexible
• Dysfunctional Conflict
• Infighting
• Stressful
• Slow
68
Advantages Disadvantages
Rated Effectiveness of Different Project Structures by Type of Project
69
FIGURE 3.5
Source: Larson, E. W., and Gobeli, D. H., “Matrix Management: Contradictions and Insights,” California Management Review, vol. 29, no. 4 (Summer 1987), p. 137.
Choosing the Appropriate Project Management Structure
70
Organization (Form) Considerations
• How important is the project to the firm’s success?
• What percentage of core work involves projects?
• What level of resources (human and physical) are available?
Choosing the Appropriate Project Management Structure
71
Project Considerations
• Size of project• Strategic importance• Novelty and need for innovation• Need for integration (number of departments
involved)• Environmental complexity (number of external
interfaces)• Budget and time constraints• Stability of resource requirements
Organizational CultureOrganizational Culture Defined
72
A system of shared norms, beliefs, values, and assumptions which bind people together, thereby creating shared meanings
The “personality” of the organization that sets it apart from other organizations.
• Provides a sense of identify to its members
• Helps legitimize the management system of the organization
• Clarifies and reinforces standards of behavior
Key Dimensions Defining an Organization’s Culture
73
FIGURE 3.6
Cultural Dimensions of an OrganizationSupportive of Project Management
74
FIGURE 3.8
Identifying Cultural Characteristics
• Study the physical characteristics of an organization.
• Read about the organization.
• Observe how people interact within the organization.
• Interpret stories and folklore surrounding the organization.
3–75
3–76
Organizational Culture Diagnosis Worksheet
FIGURE 3.6
Power Corp.
I. Physical Characteristics:
Architecture, office layout, décor, attire
Corporate HQ is 20 Story modern building—president on top floor. Offices are bigger in the top floors than lower floors. Formal business attire (white shirts, ties, power suits, . . . ) Power appears to increase the higher up you are.
II. Public Documents:
Annual reports, internal newsletters, vision statements
At the heart of the Power Corp. Way is our vision . . . to be the global energy company most admired for its people, partnership and performance. Integrity. We are honest with others and ourselves. We meet the highest ethical standards in all business dealings. We do what we say we will do.
3–77
Organizational Culture Diagnosis Worksheet
FIGURE 3.6
III. Behavior:
Pace, language, meetings, issues discussed, decision-making style, communication patterns, rituals
Hierarchical decision-making, pace brisk but orderly, meetings start on time and end on time, subordinates choose their words very carefully when talking to superiors, people rarely work past 6:00 P.M., president takes top performing unit on a boat cruise each year . . .
IV. Folklore:
Stories, anecdotes, heroines, heroes, villains
Young project manager was fired after going over his boss’s head to ask for additional funds.
Stephanie C. considered a hero for taking complete responsibility for a technical error.
Jack S. was labeled a traitor for joining chief competitor after working for Power Corp. for 15 years.
Implications of Organizational Culture
for Organizing Projects
Challenges for Project Managers in Navigating Organizational Cultures
• Interacting with the culture and subcultures of the parent organization
• Interacting with the project’s clients or customer organizations
• Interacting with other organizations connected to the project
3–78
Organization of Product Development Projects at ORION
3–79
FIGURE C3.1
Traditional Master Plan at ORION
3–80
FIGURE C3.2
Proposed Project Organization for the Jaguar Project
3–81
FIGURE C3.3
Jaguar Master Plan
3–82
FIGURE C3.4
Mechanisms for Sustaining Organizational Culture
3–83
FIGURE A3.1
Project Management Structures (cont’d)
Organizing Projects: Network Organizations
• An alliance of several organizations for the purpose of creating products or services.
• A “hub” or “core” firm with strong core competencies outsources key activities to a collaborative cluster of satellite organizations.
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Project Organization: Network Form
• Advantages
– Cost Reduction
– High Level of Expertise
– Flexible
• Disadvantages
– Coordination of Breakdowns
– Loss of Control
– Conflict
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End of This Chapter
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