Initiating the Project-4 Reflect on the assigned readings for the week. Identify what you thought was the most important concept(s), method(s), term( -

Initiating the Project-4
Reflect on the assigned readings for the week. Identify what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding.

Also, provide a graduate-level response to each of the following questions:

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Initiating the Project-4 Reflect on the assigned readings for the week. Identify what you thought was the most important concept(s), method(s), term(

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The PMI Code of Ethics and Professional Conduct provides guidelines for ethical behavior by project management practitioners. It describes four main values that should guide a project managers actions. List these four values and give one example per value of why it should guide a project managers actions.
Marissa Mayer, former CEO of Yahoo!, sparked a national debate when she insisted that all her employees be physically present for work. Debate the merits of co-location, including its advantages and disadvantages.

[Your post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion].
[Your post should be at least500+ wordsand in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]
[Your posting should be completed byThursday at 11:59 p.m. EST.]

CONTEMPORARY PROJECT MANAGEMENT, 4E
Timothy J. Kloppenborg
Vittal Anantatmula
Kathryn N. Wells

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Organizational Capability: Structure, Culture, and Roles

Chapter 4

Chapter 4 Core Objectives:
Compare and contrast functional, project, and matrix methods of organization
Relate how organizational structure influences implementation of strategic plan
Describe positive organizational cultural elements that should be exploited, as well as negative cultural elements and how to overcome them
Describe various project life cycle models
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Chapter 4 Behavioral Objectives:
Describe executive, managerial, and associate-level roles in project management
Explain how to apply the PMIs Code of Ethics and Professional Conduct
Predict the impact of organizational structure & culture on individual and team behaviors and performance

Atos Origin A Global Company
I have observed that adaptability and empathy are helpful strengths for project managers in this environmentIt is important for you, as a student of project management, to understand and appreciate that organizations are different and are continuously evolving.
Rachana Sampat (Thariani), Atos Origin
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Atos Origin has been through three mergers/acquisitions in the last 15 years.
The project life cycle for most projects follow the typical IT project management approach.
A team of global employees works to service a client need
Onsite program managers, project managers, business analysts, and technical architects
Offshore designers, developers, testers
Entire operation is managed through a program management office (PMO)
PMO identifies, prioritizes, and ensures delivery of all projects
Adaptability and empathy are helpful strengths for project managers in this environment
Adaptability including the ability to hold the global team together
Empathy useful in respecting different choices of team members

Types of Organizational Structures
Functional organizations
Projectized organizations
Matrix organizations
Work Assignments
Reporting Relationships
Decision-making responsibility
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Controls the budget
Functional Organization

Clear lines of authority according to type of work
Grouped by areas of specialization
One and only one supervisor
Functional manager
Hierarchical
Makes project decisions
Coordinates project communications
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Functional Organization
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ADVANTAGES
Unity of command only one boss is giving instructions
Workers learn from each other and keep skills sharp
Continue to report to the same functional manager
Share resources among multiple small projects

Functional
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DISADVANTAGES
Slow communications across multiple functions
Technical difficulty in incorporating input from other disciplines
Long communication channels make for slow decision making and slow response to change

Projectized Organizations
The project manager has authority for budgets, personnel, and decision making
People report upward through the project manager
The reporting manager is a project manager, not a functional manager
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Projectized Organization
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ADVANTAGES
Traditional department barriers are reduced
Unity of command
Communication response times are fast
Co-location team members are physically close

PROJECTIZED
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People from different functions report to the same manager
Co-location allows for
Enhanced project team identity
Strong customer focus
Effective integration effort

DISADVANTAGES
Cost of assigning members to one part-time project
Team work methods may differ from those of the organization
Teams may fail to communicate lessons learned
Discipline-specific competence may suffer

Matrix Organization
Project manager and functional manager share authority
Team members report to both managers
Combination:
task focus projectized organization
technical capability functional organization
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Matrix Organization
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ADVANTAGES
Shared resources between departments and projects
Reduced duplication
Cooperation between departments
High-quality decisions are well received
Continued development of discipline specific knowledge
Effective integration
Lessons learned shared effectively
Flexibility weak, balanced, or strong matrix
Matrix
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DISADVANTAGES
Each employee has two bosses
More sources of conflict
More meetings
More challenges to control
Matrix
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Progression of Organizational Form
Functional Manager Who has power? Project Manager
Matrix
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Organizational Structure Comparison

The Project Management Office (PMO)
The Manager of Project Managers may head a PMO
Intermediary between Project Managers and the President
Most common in matrix organizations, but any organization can have one

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360-Degree Performance Reviews
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Organizational Culture and Its Impact on Projects
Shared values, social rituals, and symbols
Implemented through rituals
Meetings, training, ceremonies
Implemented through symbols
Work layout, dress code

Values serve as a moral compass to guide us and provide a frame of reference to set priorities and determine right or wrong. Craig Johnson
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Organizational Culture and Its Impact on Projects
Motivate ethical actions and communications
Determine how people are treated, controlled, and rewarded
Establish how cooperation, competition, conflict, & decision making are handled
Encourage personal commitment to the organization

Culture of the Parent Organization
What is the corporate culture in general?
What are the ascribed values?
Are there standard project management practices and policies?
How is the organization viewed by others in terms of living the values?
How does the organization communicate?
How does the organization support project management?

A successful project manager needs to understand the organizational culture.
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Types of Power
Power culture formal authority

Role culture

Task culture

Personal culture

Everyone tries to please the boss
Everyone follows designated roles
Getting the job done is most important
Interest in worker development/needs
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The boss controls competition, conflict resolution, and communication
Roles are formal designations of responsibility (roles)
26

Breakout session!
Share an example of each of the four types of organizational cultures:
Power
Role
Task
Personal
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Midland Insurance Company Values
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Project Cultural Norms
Act ethically in the best interests of the project, the project team, other project stakeholders
Project manager behaviors (from PMI Code of Ethics & Professional Conduct)
Responsibility

Respect

Fairness

Honesty
Own decisions
Ourselves, others, resources
Impartial
Truth
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Project Cultural Norms
Impacted by parent organizations culture
Influenced by sponsor and project manager
An ethical culture both defines how people should act and encourages them to actually do soespecially in challenging circumstances
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Project Life Cycle Common Characteristics
Definite starting and ending points
Phases must be completed & approved before proceeding to the next phase
Initiating, planning, executing (one or more), closing
Organizations adapt life cycle models to fit organizational culture
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Generic Project Life Cycle Model
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Define-Measure-Analyze-Improve-Control (DMAIC) Model
Quality & productivity improvement
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Use facts to make logical decisions and ensure that the results area as desired
Six Sigma approach to quality improvement
33

Research and Development (R&D) Project Life Cycle Model
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Construction Project Life Cycle
Can vary in size and complexity
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Short planning bursts; delivery of benefits in increments
SCRUM
XP
EVO
Phased delivery
Rapid prototyping
evolutionary
Agile Project Life Cycle Model
Crystal
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Short burst of planning and delivery of benefits in increments during project execution
SCRUM, XP, Crystal, EVO, phased delivery, rapid prototyping, evolutionary
36

Agile Project Management
A change-driven approach
Popular with projects whose scope is difficult to define early on
Initial project planning at a high level
Project work is conducted in iterations (sprints)
Change occurs from one iteration to the next
Documentation becomes progressively more complete
Collaborative vs. confrontational roles

The Agile Mindset
Satisfy customers by emphasizing outputs that fulfill their needs
Engage participants through empowerment, cooperation, & knowledge sharing
Facilitate engagement through servant leadership & continual communication
Keep things simple with sustainable pace and emphasis on process improvement

Key Roles in Agile Projects

Customer Representative/product owner is similar to sponsor
Scrum mastersimilar to traditional project manager, but more empowering
Team membersfull-time, co-located, self-governing
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How do you start an Agile Project?
Use same chartering process as on a traditional project
Involve product owner, scrum master, & empowered team
First iteration determines product to be built & prioritizes work for next iteration

How do you continue an Agile project?
Use 4 types of meetings (ceremonies):
Iteration planning meetings
Product owner shares expectations/acceptance criteria & team commits to how much output it can deliver in iteration
May include backlog grooming, or re-prioritizing the work
Daily stand-up meetings
15 minutes, first thing in the morning
Members share previous days accomplishments, todays plans, & any issues
Demonstration meetings
Held at least 1x per iteration to show usable product
Retrospective meetings
Held at end of each iteration to share what worked well & what could be improved

What is needed for Agile to be successful?
Experienced, motivated team members
Committed product owner (a.k.a. customer)
Trust between and among client and project team

Traditional Project Roles

A successful PM understands all roles involved in his or her project!
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Traditional Project Executive Roles
Steering Team (ST)
Sponsor
Customer
Chief Projects Officer (CPO)
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Steering Team
Top person in the organization and his/her direct reports
Represent all of the major functions of the organization
May be multiple steering teams
Executive team
Management team
Leadership team
Operating team
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Also known as
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Steering Team Activities
Overall priority setting
Project selection and prioritization
Sponsor selection
General guidance at set times or at project milestones
Offer encouragement

Sponsor
Major stake in the project outcome
May be a member of the steering team
Pick the project manager and core team
M

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