Project management

1. The Human Side of
Project Management

2. CHAPTER OVERVIEW
Chapter 4 focuses on the human side of project management.
After studying this chapter, you should understand and be able
to:
• Describe the three major types of formal organizational
structures: functional, project, and matrix.
• Discuss the advantages and disadvantages of the functional,
project, and matrix organizational structures.
• Develop a stakeholder analysis.
• Describe the difference between a work group and a team.
• Describe learning cycles and its four phases.

3. KEY INGREDIENT TO IT PROJECT MANAGEMENT
 TECHNOLOGY
Is a tool to the project
PROCESSES
Provide structure & path
PEOPLE
Determine the success of the project
Known as stakeholders of the project

4. THE FORMAL ORGANIZATIONAL
STRUCTURES

5. THE FORMAL ORGANIZATIONAL STRUCTURES
 Defines
o Officials roles
o Responsibilities
o Reporting relationships
 Determines
o How resources are allocated
o Who has authority over those resources
o Who is really in charge of the project matrix

6. THE FORMAL ORGANIZATIONAL STRUCTURES
 Tells how individuals or groups within an
organization should relate to one another.
 Communication flows through published channels.
 Three formal organizational structures
o Functional
o Project
o Matrix

7. THE FORMAL ORGANIZATIONAL STRUCTURES
 FUNCTIONAL STRUCTURE
o Most traditional organizational form
o Based upon organizing resources to perform
specialized tasks and activities
o Projects are managed within the existing functional
hierarchy.
o Individuals or groups perform similar functions and
have similar areas of existing.

8. THE FORMAL ORGANIZATIONAL STRUCTURES
 FUNCTIONAL STRUCTURE
Advantages
o Increase flexibility
o Breadth and depth of knowledge and experience
o Less duplication
Disadvantages
o Determining authority and responsibility
o Poor response time
o Poor integration

9. THE FORMAL ORGANIZATIONAL STRUCTURES
 PROJECT STRUCTURE
o Each project is treated as separate, independent unit
o The project manager and the project team are
typically assigned to a particular project on a full
time basis
o The project manager has sole authority and
responsibility over the project and its resources
o The supporting organization provides financial and
administrative controls

10. THE FORMAL ORGANIZATIONAL STRUCTURES
 FUNCTIONAL STRUCTURE
Advantages
o Clear authority and responsibility
o Improved communication
o High level of integration
Disadvantages
o Project isolation
o Duplication of effort
o projectitis

11. THE FORMAL ORGANIZATIONAL STRUCTURES
 MATRIX STRUCTURE
o The matrix organization is a combination of the
vertical functional structure and the horizontal
project structure.
o Specialized skills can be assigned to the project
either on a part time or on a more permanent basis.
o Ability to integrate areas and resources throughout an
organization.

12. THE FORMAL ORGANIZATIONAL STRUCTURES
 MATRIX STRUCTURE
Advantages
o High level of integration
o Improved communication
o Increased response time
Disadvantages
o Higher potential for conflict
o Poorer response time

13. Stakeholder analysis

14. Stakeholder analysis
 Stakeholders
Individuals, groups, or organizations that have a
stake or claim in the project’s successful or
unsuccessful outcome.
 Stakeholder Analysis
A stakeholder analysis helps the project team;
o to understand the informal organization better
o to show who should be involved with the
project
o understand the role that they must play

15. Stakeholder analysis
 Developing a stakeholders analysis
Develop a list of stakeholder.
o Who are interested in the success or failure of a
project’s outcome.
Identify each stakeholder’s interest on the project’s
outcome by;
o a “+1” if they have an positive interest
o a “–1” if they have a negative interest
o a “0” if they are neutral
o a “?” if unsure about their interest

16. Stakeholder analysis
 Developing a stakeholders analysis
o Gauge the level of influence each stakeholder has over
the project by using a scale from 0-5.
o Asses potential conflict among the different
stakeholders.
– some stakeholders may act in their own self interest
o Defining a role for each of the stakeholders
– every project should have a champion who will be a public
supporter of the project

17. Stakeholder analysis
 Developing a stakeholders analysis
o Identify an objective for each stakeholder.
–this may require getting their acceptance or approval concerning
certain aspects of the project
o Identify various strategies for each stakeholder.
– these strategies may require building, maintaining, improving,
or re-establishing relationships.

18. the project team

19. the project team
 People are the most valuable resource for IT
projects and have the greatest influence on the
project’s outcome.
 Therefore it is important that the Project Manager
and the team members be chosen wisely.

20. the project team
 THE ROLES OF PROJECT MANAGER
o Managing Role
Planning, Organizing and Controlling
o Administrative Role
Performance reviews, Projects tracking & reporting
o Leadership Role
Motivate people, Select the right path to the common goal

21. the project team
 ATTRIBUTE OF A SUCCESSFUL PROJECT
MANAGER
 Ability to create and sustain relationships
o A negotiator
o A good salesperson
 Ability to organize
o Develop the project plan
o Acquire resources
o Create an effective project environment
o Understand contingencies may impact the plan

22. the project team
 TEAM SELECTION AND ACQUISITION
o Recruiting (or acquiring) and assigning people to a
project team is a critical task for the project manager.
o Selecting the right mi of people with technical and non
technical skills is a decision that can influence the
outcome of the project.
o A well-balanced Project Team members possess;
–technology skills
–business/organizing skills
–interpersonal skills

23. the project team
 THE REAL TEAM
o A small number of people
o Complementary skills
o Commitment to a common approach and goals
o Mutual accountability
o Common goals
o Common approach

24. the project team
 WORK GROUPS
o Members interact to share information, best practices, or
ideas
o No shared performance goals (individual performance)
o No joint work-products
o No mutual accountability
o Viable in many situation

25. the project team
 WORK GROUP vs TEAMS
WORK GROUPS TEAMS
Tolerate each other Trust each other
Engage in conflict Embrace conflict
Are assigned to work
together
Are committed to working
together
Focus on blame Focus on results

26. the project team
 THE PROJECT ENVIRONMENT
The Project Manager should also focus on the Project
Environment which includes;
o Adequate space to work and meet
o Technology
o Office Supplies and Stationary
o Culture

27. Knowledge management

28. Knowledge management
 LEARNING CYCLE
o Theory proposed by John Dewey in 1938
o Used to describe how people learn by Kolb in 1984;
Honey and Mumford in 1994
o Can be applied to Project Teams by Jeris in 1997:
Redding in 2000
o Learning cycles provide a way to resolve ambiguous
situations through the repeated pattern of thinking
through a problem.

29. Knowledge management
 FOUR PHASES OF LEARNING CYCLE
o Understand and frame the problem
o Plan
o Act
o Reflect and learn

30. Knowledge management
 FOUR PHASES OF LEARNING CYCLE
UNDERSTAND AND FRAME THE PROBLEM
o At the beginning of a project, the team members do
not understand the challenge assigned to them.
o The team just needs to work out the details of how to
go about implementing the solution
o Team must understand that preconceived solutions
are likely to produce run-of-the-mill results.
o Team should encourage open humility

31. Knowledge management
 FOUR PHASES OF LEARNING CYCLE
PLAN
o Teams should create a shared understanding of
the problem.
o Team can brainstorm on;
–What they know (the facts)
– What they think they know (assumptions)
– What they don’t know (questions to be
answered)

32. Knowledge management
 FOUR PHASES OF LEARNING CYCLE
ACT
o Carrying out the actions defined in the team’s action plan.
o Team members can work on their own or together;
– to test out assumptions
– try out hunches
– experiment
– gather and analyze data
o The purpose of these actions should be generate knowledge
and test assumptions.

33. Knowledge management
 FOUR PHASES OF LEARNING CYCLE
REFLECT AND LEARN
o The team should meet to share its findings and reflect upon
what everyone has learned.
o This reflection must take place in an environment of
openness, honesty and trust.
o Once the team has a chance to meet and reflect in the
information it has acquired, the team can document what it
had learned

34. Knowledge management
 ASSESMENT OF TEAM’S LEARNING
o Speed
Number of learning cycles completed
o Depth
The degree to which the deepen its understanding on the
project
o Breadth
The impact of the team’s proposed solution on the

35. Fin.
THANKYOU!

36. Kristine Mae Orale Isabel Tabuena
Mych Kiana Tupa
Nicelle Lazarra
Vivian Catuday
Maryrose Montances

37. QUIZ
1. Is a tool to the project
2-4. Three formal organizational structures
5. What are the most valuable resource for IT projects and have the greatest
influence on the project’s outcome?
6-9. Give the (four) 4 Phases of learning cycle.
10. In this structure, the Projects are managed within the existing functional
hierarchy.
11. In this structure, Each project is treated as separate, independent unit
12. In this structure, the matrix organization is a combination of the vertical
functional structure and the horizontal project structure.
13-15. what are the 3 key ingredients to IT project management?