Chapter – 2 and 3

Chapter – 2
PROJECT ENVIRONMENT

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Project Influences
EEFS Internal to The organization

Organizational
culture,
structure, and
governance

Geographic
Employee distribution of
capability facilities and
resources

Resource
infrastructure
availability

information
technology
software
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EEFS External to The organization

Marketplace
conditions.
Social and
Physical
cultural
environmental
influences and
elements
issues.

Financial Legal
considerations. restrictions.

Government or
Commercial
industry
databases.
standards.

Academic
research.
4
 Organizational Process Assets
• Processes, policies, and procedures

• Organizational knowledge bases.

5
 ORGANIZATIONAL SYSTEMS

Organizational system determines the power,

influence, interests, competence, and political
capabilities of the people who are able to act
within the system.

The system factors include but are not limited to:

— Management elements,
— Governance frameworks, and

— Organizational structure types.

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ORGANIZATIONAL GOVERNANCE FRAMEWORKS

Rules

Processes Policies

Systems, and Procedures

Relationships Norms

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 ORGANIZATIONAL STRUCTURE TYPES
• There is not a one-size-fits-all structure for any given organization.
• Determination of the appropriate organizational structure type is a result of the study of tradeoffs
between two key variables.
• Organizational structure types available for use and how to optimize them for a given
organization.
Organizational
Structure

Functional Organization Matrix Organization Projectized Organization

Weak Matrix Balanced Matrix Strong Matrix

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Functional Organization

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Projectized Organization

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 Weak Matrix Organization

 Project Manager plays a role of:

 Project Expediter: Cannot take decision. Staff assistant and Communication
coordinator.
 Project Coordinator: Similar to Project Expeditor except has some power to take
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decision.
Balanced Matrix organization

 Project Manager & Functional Manager shares the power

Strong Matrix Organization

 Project Manager is having full power.

Composite Organization

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Project Manager Vs. Functional Managers
Organizational Structure

Projectized

Functional Managers
Strong Matrix
Project Managers

Balanced Matrix

Weak Matrix

Functional

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Influence on Project

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 Project Management Office (PMO)
 A project management office (PMO) is an organizational structure that standardizes
the project-related governance processes and facilitates the sharing of resources,
methodologies, tools, and techniques.

Types of PMO structures in organization:

Directive
Supportive Controlling
Takes control over the project
Plays a supportive role in Help project managers to adopt
directly and manage them. The
providing templates, best best frame work and
control provided them will be
practices and training. methodologies
relatively high.

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Primary Function of PMO
A Primary function of PMO is to support project managers in a selection of
ways which may include, but are not limited to :
 Managing shared resources across all the projects administered by the PMO

 Identifying and developing project management methodology, practices & standards

 Coaching, mentoring , training and oversight

 Monitoring compliance with project management standard policies, procedures , and templates via
project audits .

 Developing and managing project policies, procedures, templates, and other shared documentation
( organizational process assets); and

 Co coordinating communication across projects

• Be more heavily involved during project initiating than later in the project
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 Project Managers and PMOs Role

Project Manager PMO

Focuses on the specified project objectives Manages major program scope changes which may be
seen as potential opportunities to better achieve
business objectives

Controls the assigned project resources to best meet Optimizes the use of shared organizational resources
project objectives across all the projects

Manages the constraints of the individual projects Manages the methodologies , standards , overall
risk/opportunity and interdependencies among projects
at the enterprise level

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 Chapter – 3

THE ROLE OF THE PROJECT MANAGER

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Definition of Project Manager
The project manager is the person assigned by the performing organization to lead
the team that is responsible for achieving the project
Project Manager’s Sphere of Influence

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Project Manager Competences

PMI Talent Triangle

As per Project Manager Competency Development 22

(PMCD) Framework
Project Manager Competences

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 Comparison of Leadership and Management

• Management is more closely associated with directing another person to get from one point to another
using a known set of expected behaviors.
• Leadership involves working with others through discussion or debate in order to guide them from one
point to another.

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 Leadership Styles
Combination of transactional,
transformational, and charismatic
Allowing the team to make their own decisions and
establish their own goals, also referred to as taking
Laissez-faire
a hands-off style.

Interactional Transactional

Focus on goals, feedback, and

Able to inspire; is high-energy, accomplishment to determine rewards;
enthusiastic, self-confident; holds management by exception
strong convictions

Charismatic Servant Leader

1. Demonstrates commitment to serve and put other people first;

empowering followers through idealized Transformational 2. Focuses on other people’s growth, learning, development,
attributes and behaviors, inspirational autonomy, and well-being;
motivation, encouragement for innovation and 3. Concentrates on relationships, community and collaboration;
creativity, and individual consideration 4. Leadership is secondary and emerges after service.
Identify the leadership style

# Statement Name

1 I change my approach based on what’s going on. I draw from a number of different ways of doing things.

Let’s set a goal of getting this exercise done within the next 15 minutes. When you’ve completed it, let me
2
know how long it took you.

I make things happen by taking care of people. I’m always looking to get people what they need so they can
3
be successful.

I inspire people. It’s what I do. Sure, you could say I work hard to get what I need, but that’s because I believe
4
in my work.

Answers will be provided in the class 26

 Power and Influence
 Positional: The kind of power a CEO has; it exists because of the position or role someone is playing.
 Informational: When someone knows something important that other people need.
 Referent: When someone is trusted or judged as credible based on past experience.
 Situational: When someone has skills specific to a situation that you’re in and you need his help.
 Personal or charismatic: When someone has influence over you because you like her personality.
 Relational: When someone has influence because he has an alliance with someone else who is influential.
 Expert: When someone has influence because she’s demonstrated knowledge about something that you need.
 Reward-oriented: When someone has influence because he can get you something you want or need.
 Punitive or coercive: When someone has influence over you because she can cause problems for you if you
don’t do what she wants.
 Ingratiating: When someone has influence with you because he tells you that you’re great.
 Pressure-based: When someone can create circumstances that make you seem out of step with the rest of the
organization if you don’t comply with her requests.
 Guilt-based: When someone appeals to your sense of honor or duty to get you to do what he wants.
 Persuasive: When a person influences you by having a rational argument with you that changes your mind.
 Avoiding: When a person withdraws her involvement in an issue in order to get desired behavior.
Identify the type of Power

# Statement Name

1 I’m able to tell you to do things because I flatter you. Did I mention that you’re doing a great job?

2
I have influence because I can make things great for you if you complete this task. How about that trip to the -
Banana Island you’ve always wanted? Complete this task by the week end, and it’s yours.

-
3 Take a look around. Everyone is studying for the PMP exam; studying for it just seems like the right thing to do.

I have all of the answers to these questions. I know you need them, so if stick to my methodology, I’ll tell them
4
to you.

Answers will be provided in the class 28

Bsight Consulting & Training
Email: bsightconsulting@gmail.com
Website: www.bsight.org 29