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.

3–84

Project Organization: Network Form

• Advantages

– Cost Reduction

– High Level of Expertise

– Flexible

• Disadvantages

– Coordination of Breakdowns

– Loss of Control

– Conflict

3–85

End of This Chapter

86