Project Management And

The Performing
Organization

Session 4
Where Do Projects
Originate?
 Vision and SVP

Strategy 1 Strategy 2 Strategy 3 Strategy 4

Money

Customers and Stakeholders

Efficiency and Effectiveness

Capacity and Adaptability

Finance
Long Term
S/H Value

Cost Efficiency Revenue Growth

Customer/
Stakeholder

Price; Quality; Service; Availability; Brand

Process

Operations Customer Innovation Regulatory

Management Management Processes Processes

People

Organization Information
Human Capital
Capital Capital
 The Result

Operations

Tactical
Initiatives

Operations

Strategies

Projects

Strategic
Initiatives

Projects
 The Problem
?

? ?

?
?
?

?
 The Solution

Project Portfolio Management

 Research Classify

Build
Prioritize
Capacity

Feasibility
Standardize Govern

Project Allocation and Execution

Then Two Broad Approaches
Quantitative Techniques
Qualitative Techniques

????
 First And Most Important

Strategy Strategy Strategy Strategy

 Best Approach - Combination

$ $ $ $ $ $

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13
Where Do Projects Take
Place?
 REMEMBER!

! PROJECTS ARE
AND OPERATE
IN…
i
THE ORGANIZATIONAL
ENVIRONMENT
(SYSTEM)…
Stakeholders?
Projects usually involve a vast web of
relationships
Different groups have different stakes
 Different groups have different stakes

(responsibilities, agendas, and priorities)

in the outcome of a project.

Great Leaders Can “Manage”
These Relationships
i STAKEHOLDER
ENGAGEMENT…
High
Ability to influence

Low High
Interest “Stake”
i STAKEHOLDER
MAPPING…
Responsible for delivery in terms of the value proposition – leader-manager
Manages and completes the project work. Most participants want to do a good job, but
they are also concerned with other obligations and how their involvement will
contribute to their personal goals and aspirations
Depending upon how the project is organised can play minor or major role toward the
project success, for example providing technical input etc.
Typically compete with each other for resources and support top management. At the
same time, they have to share the resources and exchange information.
Approves funding of the project and establishes the priorities within the organization.
They define success, rewards for the successful completing of the project. Significant
adjustments in scope, time and cost
Champion of the project and use their influence to gain approval of the project. Their
reputation is tied to the success of the project
 Define the scope of the project, and ultimate project success rests in their satisfaction.
Project managers need to be responsive to changing customer needs and requirements
and to meeting their expectations
Such as human resources, information systems, purchasing agents, maintenance etc.
provide valuable support service.
Facilitate of constrain the project
Do the work – extended team
i THE PERFORMING
ORGANIZATION…
 Delta Manufacturing Inc.
President

Project
coordination

Human Finance and

resources administration

Marketing Engineering Manufacturing Procurement

Electronics Software Mechanical Receiving and

Design Purchasing
engineering engineering engineering inspection

Customer Domestic International Production

Fabrication Assembly Tesing
Service sales sales scheduling

Functional
Dedicated Team
“Projectized” Organization
Matrix Organization
i
THE MOST DIFFICULT
AND MOST
IMPORTANT…
?
Organization
culture
Your
project
 Responding

Time

Quality

Scope Cost
 Responding

Climate

Communication

Relations Team