项目管理中的环境因素

• Disadvantages
– – – – –
Source: pmbok guide 2000
More than one boss Complex structure to control Differing priorities of PM and FM Duplication of effort Conflict
Individuals and organizations who are actively involved in the project and whose interests may be positively or negatively affected by the project success or failure
Source: pmbok guide 2000
.
2-12
Organizational Planning
Functional Organization
• Specialists grouped by function
• Difficult to cross functional lines
• Barriers exist on horizontal information flow
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Project Management Environment
Chapter 2
Objectives
• To be able to describe:
– – – – Project life cycle Characteristics of the project phases Key project stakeholders Organizational and socioeconomic influences on the project – Key management skills used in managing a project
Source: pmbok guide 2000 . 2-18
Management Skills (cont.)
• Problem solving
– Defining the causes of problems, analyzing the problems to identify viable solutions, and selecting the best one
• Individuals from functional areas assigned on temporary basis to PM • Individuals return to functional organization • Careful plans and procedures needed to minimize effects of dual reporting
• Matrix organization – Blend of both
Source: pmbok guide 2000 . 2-11
Organizational Structure
• Project Office
– Provides services ranging from support functions to project managers, such as training, software, templates, etc. to actually being responsible for the results of the project
• Communicating
– Reporting project performance; deciding how, when, in what form, and to whom
• Negotiating
– Conferring with others in order to come to terms or reach an agreement
– Non-Project-based
• No project-oriented systems in place to support project needs efficiently and effectively
Source: pmbok guide 2000 . 2-9
Organizational Cultures & Styles
Source: pmbok guide 2000
.
2-14
Organizational Planning
Matrix Organization
• Advantages
– – – – – Visible objectives Efficient utilization of resources Better co-ordination Better information flow Retention of home after project
Source: pmbok guide 2000 . 2-6
Phases and Resources Usage
• • • •
Concept Development Implement Close Out
5% 20% 60% 15%
. 2-7
Source: pmbok guide 2000
Project Stakeholders
• Functional emphasis – loyalties may impede completion
Source: pmbok guide 2000
.
2-13
Organizational Planning
Matrix Organization
• Multiple-command system
. 2-15
Organizational Planning
Projectized Organization
• Emerges from functional when latter impedes progress
• Line of authority is the PM • Uncertainty where to go on completion of project • Tendency to retain assigned personnel too long • FMs feel threatened as people are removed from their areas
• Defines technical work and implementers
Source: pmbok guide 2000 . 2-5
Characteristics of Life Cycle
(cont.)
• Cost and staffing levels are low at the start, higher towards the end, and drop as project closes • Probability of project success is low at the start of the project and gets progressively higher as the project continues • Cost of changes and of error correction generally increases as the project continues
Source: pmbok guide 2000
.
2-3
Phase Characteristics
• Deliverables • Reviews Tangible, verifiable work products Evaluation of deliverables and project performance • Phase Exit Criteria Measurements used to determine if project should go into next phase
• Shared values, norms, beliefs, and expectations
• Reflected in policies and procedures, view of authority relationships, etc. • Directly influences the project
Source: pmbok guide 2000 . 2-16
Organizational Planning
Organizational Structures
源自文库Type
Functional Project Expediter
PM Authority
None Low
Project Coordinator
Weak Matrix Strong Matrix Projectized
Low
Low –> Medium Medium –> High High
Source: pmbok guide 2000
.
2-17
General Management Skills
• Leading
– Establishing direction, aligning people, motivating, and inspiring
. 2-8
Organizational Influences
• Organizational systems
– Project-based
• Derive income by performing projects for others • Treat on-going operations as projects (management by projects)
Source: pmbok guide 2000 . 2-2
Project Life Cycle
• Defines the beginning and end of the project
• Divides the project into phases that provide better management control and the appropriate links to the ongoing operations of the organization
Source: pmbok guide 2000
.
2-4
Characteristics of Life Cycle
• Defines the beginning and end of the project • Deliverables usually approved before work starts on the next phase • Sometimes a subsequent phase is begun prior to approval of the previous phase. This is called fast tracking.
Key Stakeholders • Project manager • Customer • Performing organization • Sponsor
Source: pmbok guide 2000
Manages the project Uses the product or service Enterprise that does the project work Provides financial resources
Source: pmbok guide 2000
.
2-10
Organizational Structure
• Functional organization – Hierarchy where each employee has one clear superior
• Projectized organization – Most of organization’s resources are involved in project work and report to the project manager