PRJM 6000 Project Management Overview :
Module 11 – PROJECT HUMAN RESOURCE MANAGEMENT
1A – What is an organisation?
1B. List 2 things an organisational chart tells you?
2A. How do you know what roles you need in your project?
2B. How do you acquire people to undertake these roles?
2C List 2 ways you can improve competencies, team interaction, working environment for the project tea
2D List 2 ways you can track team member performance
3. Define authority and responsibility
| authority = |
| responsibility = |
5A. What is the project manager’s primary responsibilities
5B. What are 2 other project manager’s responsibilities
6. How does the project manager obtain authority?
4. Case Study
Jim has only recently been assigned from the Engineering Department to the Project Management Department in order to work on one of the organisation’s new products. This new product was really a second-generation to a product that had been produced for the past three years. However shifts in preferences has led the organisation to make changes to the product in order to improve its marketability.
A Project Group has been created and assigned the responsibility for seeing that the necessary changes, identified by the Marketing Department, were incorporated by Production into the new model. Since Jim has worked a couple of years previously on part of the development of the product, it seemed natural for him to be assigned the Project Manager responsible for completing the new model.
At the present time Jim was feeling frustrated because Production were simply too busy turning out other products to devote the appropriate input to this project. The Production team did not appear to appreciate the importance of the project to the organisation and consequently they were not meeting deadlines. Also, Jim felt that his suggestions for solutions to technical problems being encountered were being ignored.
What are 2 problems in this project? And how could they have been avoided?
| problems | how avoided |
7. What are 3 responsibilities of the Project Sponsor?
8. How can a PM facilitate effective sponsorship?
9. For these tasks for a wedding project, list any stakeholders along top row . The enter letter in each cell describing involvement
R — Responsible: At least one R for every task. = person/people responsible for carrying out task
A — Accountable or Approver: “The buck stops here.” Only one individual accountable.
C — Consult: Consulted before decision made. Input required.
I — Informed: Don’t provide input, just need to know
| WBS | Bride | Groom | Mother-In-Law | Priest | |
| Select guests | |||||
| Buy wedding dress |
Module 11: ORGANISATION STRUCTURE
FUNCTIONAL ORGANISATION
- The functional structure organises an enterprise around its major specialist activities
- Each department has clear responsibility for its own activities. No PM formally assigned
- Project passes through functional departments with each functional manager responsible for own input, and coordination assumed by a combination of functional and upper level managers; or
PROJECTIZED ORGANISATION
- Project organised as a self-contained project unit.
- Dedicated full-time functional members. Staff often collocated. Disbanded on completion of the project
- The PM of project unit has total and direct authority over the entire project.
.MATRIX ORGANISATION
- Horizontal management line over functional structure to integrate functional units providing input in a project.
- Either temporary for specific project or permanent for ongoing flow of projects.
- PM full-time on project, functional staff used when required.
1. Rate each organisation structure (either Good/OK/Poor) for following factors
| Factor | Functional | Projectized | Matrix |
| clarity of authority & responsibility | |||
| integration of project team | |||
| focus on project objectives |
2. Which organisational structure would be most suitable for:
| project requiring multi-functional inputs on a part-time basis | |
| large number of similar projects | |
| project important to the firm’s reputation |
3. How would the following factors determine whether a matrix is strong or weak:
| the level in the client organisation at which the project manager reports |
| the physical distances between project members and their functional department |
4. In a matrix structure, would the project manager or functional manager decide the following matters regarding a functional task:
| Decision | PM or FM ? |
| what is to be done | |
| when it is to be done | |
| why it is to be done | |
| how it is to be done | |
| where it is to be done | |
| who will do it | |
| how much money is available for it |
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