ICPM

This email address is being protected from spambots. You need JavaScript enabled to view it. This email address is being protected from spambots. You need JavaScript enabled to view it. The International Community for Project Managers
Brought to you by TenStep, Inc.
2363 St. David's Square
Kennesaw, GA 30152
877-536-8434 or 770-795-9097

This email address is being protected from spambots. You need JavaScript enabled to view it.
You are here: Home Blogs Displaying items by tag: organizations
Project Management Blog
Wednesday, 04 April 2007 13:11

Finding the RIGHT people for your PMO

The first step in building a PMO is getting the RIGHT people.  Let me say again THE RIGHT PEOPLE.  Without the right people, your PMO will be built on sand and you will have people problems to add to all the other problems that you are going to have anyway.  It’s easy enough to say this, but how can you get the right people, and who are they?   Here are some suggestions on how to go about building your team with the best. 
Published in Blogs
Thursday, 22 March 2007 10:02

The Success Conundrum

I hope that since you are reading this, you are a project management proponent and interested in “spreading the word” so to speak.  Many of us find ourselves a lone voice in the wilderness singing the praises of project management, yet unable to make any headway. 

Why is this so and what can be done about it? How do we get those obstinate so-and-sos to listen? 

In one way we are our own worst enemy.  Our consistent success and brilliant performance is often interpreted by others as an inherent talent.  In other words, we are seen as good at project management in the same way that musicians are seen as good musicians – it’s a talent thing.   Now, not taking away from anyone’s talent, our personal attributes are not the only cause of our success – you know that or you would not be reading this.  The first hurdle then is to demonstrate that skill AND talent make good project managers, that you can learn this and be good – never as good as those of us who are truly talented, but – hey - not everyone can be the best... just us J This means that success alone can not demonstrate the benefits of project management – let me say that differently – the prevailing mindset in a capability-maturity ignorant world is that people alone create success.  

I’m not saying that a great process can overcome incompetence, it can’t.  Nor am I suggesting that you credit your achievements solely to a great methodology (you worked hard!) – so what do you do? There are a lot of actions you can take, but since I’m a PMO guy, I’ll start there.  In the case of building a PM culture, a PMO can succeed where individual achievements fall short.  A PMO is an organizational entity, and as such does not suffer from the success conundrum. 

When a PMO succeeds, the prevailing opinion will be “they must be doing something right.”  This process-oriented point of view is an opening into organizational consciousness.  If you don’t have a PMO, consider creating a community of practice around project management.  Meet with other PMs and share ideas and practices.  Publish these on the company’s intranet (if you have one).  Send emails on PM topics or print articles and pass them around. 

I’ve really had some good luck with sharing short articles and ideas via email.  In fact I just sent another one using Josh Nankivel’s article on Theory of Constraints.  The cartoon is great, and fun communications never hurts!   So that’s my first two cents, PMOs and other PM-based organizations are a great way to demonstrate and communicate the benefits of our profession, get together with your peers and spread the word.

 

Published in Blogs
Sunday, 18 March 2007 04:16

So, what about knowledge

From an epistemological perspective, a dictionary definition is "knowledge or science, the branch of philosophy that is directed toward theories of the sources, nature, and limits of knowledge.

In today's world, knowledge is the asset many organizations started to recognize as being the most important aspect for creating a competitive edge in a highly volatile business environment.

Refraining from buzz words and terminology often used by management and research, knowledge is the accumulation of thoughts and skills that give a person or an organization its ability to survive, compete and prosper in the this changing and challenging world.

Work by many researchers like Nonaka in his book 'The Knowledge Creating Company' and many other researchers worldwide, has given a new dimension for knowledge management in organizations.

The research went into the details of human interaction which generates and promotes the dessimination of knowledge. Unlike manothers who advocate an Information Technology infracstructure as being the fundamental core of a knowledge system, Nonaka thinks that it more a human issue and culture than mere computers and databases.

 

 

Published in Blogs
Saturday, 10 March 2007 05:59

Managing Project Knowledge

For an organization whose fundamental work is the delivery of projects, it is extremely important that projects are viewed as a source of learning.


Project delivery is a process that produces an abundance of knowledge. Project teams encounter problems, assess and monitor risks, evaluate baselines, watch budgets and finance and manage stakeholder needs and expectations, as they do, they generate knowledge that is contained within the team.

Published in Blogs
Thursday, 01 March 2007 01:27

Stakeholder Management

Project managers deal with dynamic environments. Their role is not only to deliver projects on time, within budget and to the required quality, but extend to include other aspects that are equally important.
Published in Blogs
Thursday, 25 January 2007 21:36

Team Building

Project Managers need to posses certain “Soft Skills” otherwise referred to as General Management Skills.

In developing the project team, the PM is charged with performing a variety of tasks including, providing staff training, coordinating team building activities, establishing grounds rules, co-location and providing rewards and recognition.

Published in Blogs
Thursday, 25 January 2007 21:34

Acquiring the Project Team

Recruiting Team Members - The project manager has to follow the rules of the host organization. The PM must be aware of, and work well with, the levels of authority. If the PM is working within a Functional matrix, then he must be prepared to allow the employee’s functional manager to determine things like availability and the PM must provide feedback to the functional manager regarding performance. The PM has little authority to perform these tasks.

Published in Blogs
Thursday, 25 January 2007 21:29

Organizational Set Up

ORGANIZATIONAL SETUP


Functional
This traditional structure groups people by specialization (for example, marketing, contracting, accounting, and so on). The project manager has no formal authority over project resources and must rely on the informal power structure and his or her own interpersonal skills to obtain resource commitments from functional managers. Conflicts tend to develop over the relative priorities of various projects competing for limited resources.

Weak Matrix
The matrix organization maintains vertical functional lines of authority while establishing a relatively permanent horizontal structure containing the managers for various projects. The project managers interact with all functional units supporting their projects. In a weak matrix, the balance of power leans toward the functional manager rather than the project manager. That is, workers’ administrative relationships, physical proximity, and relative time expenditures favor the functional manager.


Strong Matrix
The strong matrix is the same as the weak matrix except that the balance of power favors the project manager rather than the functional manager. The project manager has medium to high formal authority.

Projectized
In a projectized organization, a separate, vertical structure is established for each project.  Personnel are assigned to particular projects on a full-time basis. The project manager has total authority over the project, subject only to the time, cost, and performance constraints specified in the project targets.

These are the functional organizations; project expeditor, which is little more than a functionary who helps support the concept of project management but not really the practice; the project coordinator is a step up from that. Then a weak matrix is where you actually have the project manager getting resources from the functional organizations; a strong matrix is where the balance of power is shifted to the project manager. The way you tell whether or not that balance of power has shifted is where the money and the reporting flow from. If all money and reports are generated by the project and are respected as being from the project, then it is a strong matrix. If the functional organizations are seen as generating revenue for the organization rather than the project organizations, then it is a weak matrix. And finally, PMI’s ideal structure: the projectized organization, a place where the project has its own reporting structure within the organization.

 

PM Level of Authority Matrix

PM Level of Authority Matrix
  PM's Authority Budget control Resource Control PM’s role / Time
Functional Little or None  Functional Manager  Little or none   Part time
Weak Matrix Limited Functional Manager  Limited   Part time
Balanced Matrix Low  Mixed  Low  Full time
Strong Matrix Moderate  Project Manager Moderate  Full time
Projectized High  Project Manager  High  Full time

 

 

Published in Blogs
Thursday, 25 January 2007 20:48

Cost Budgeting

Cost budgeting involves aggregating the estimated costs of individual schedule activities or work packages to establish a total cost baseline for measuring project performance. The project scope statement provides the summary budget. However, schedule activity or work package cost estimates are prepared prior to the detailed budget requests and work authorization.

Published in Blogs
Thursday, 25 January 2007 18:25

Creating a Work Breakdown Structure

A WBS identifies all the tasks required to complete the project. The focus of the WBS can be either Product (deliverable) or Project oriented, or both. WBS elements are usually numbered, and the numbering system may be arranged in various manners. If a WBS is extensive and if the category content is not obvious to the project team members, it may be useful to write a WBS Dictionary. This describes what is in each WBS element. It may also say what is not in an element. The primary purpose of the WBS is to develop or create small manageable chunks of work called work packages.

Published in Blogs
Page 2 of 5

News and Promotions

Keep up to date with the latest happenings by signing up for our newsletter. Subscribe below.

Twitter Update

Who's Online

We have 553 guests and no members online

Got something to say?