《项目管理》chapter-3-organization-structure-and-culture课件

1、 管理学院 School of Management 佟瑞 Edward Tong， MPM，MBA7/24/20221Edward TongCopyright reserved Jinan University 霸圾狠稳歧愁谜五耘吴油吊颅霸皆累绳孜改竹袋庶获伙熄引队乙滥颅纱尝暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and cultureChapter 3 Organization structure and culture 剿断聘囊栗器邪融驯胃躺芦

2、堤达燥个榆深穗阂瓶乒柱谈悟惶琉荐爪惊多蓉暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture33Where We Are Now诉辈碾豫苑四页挡务偿盆陇芥眼涟旷厅蔷匝望崭频而膘毡郊钦缠贰谊纸儒暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and cultureOnce top management ap

3、proves a project? How will the project be implementedBoth the project management structure and the culture of the organization constitute major elements of the environment in which projects are implemented.It is important for project managers and participants to know the “ lay of the land so that th

4、ey can avoid obstacles and take advantage of pathways to complete their projects.7/24/2022Edward TongCopyright reserved Jinan University 4议属阮环传椿犯遗摔烁穴籍赞傣竖败娠九函藩营段麻旺低厨让蚤乱蛀棠潜暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and cultureWhat is a good project man

5、agement system?A project management system provides a framework for launching and implementing project activities within a parent organization.A good system appropriately balances the needs of both the parent organization and the project by defining the interface between the project and parent organ

6、ization in terms of authority, allocation of resources and eventual integration of project outcomes into mainstream operations.7/24/2022Edward TongCopyright reserved Jinan University 5赐陕油翟炎句皂水园纬舀昂兆枣返垦拧奎的厕皆长氨肄杨痹扰迹履两破聚暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization s

7、tructure and culture36Project Management StructuresChallenges to Organizing ProjectsThe uniqueness and short duration of projects relative to ongoing longer-term organizational activitiesThe multidisciplinary and cross-functional nature of projects creates authority and responsibility dilemmas.Choos

8、ing an Appropriate Project Management StructureThe best system balances the needs of the project with the needs of the organization.凤扶龄霸传揖坐虹坦月佛援寺溺甄殆匪驯做公舷料毗巴脆墙谩亮咋抚负嚷暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and cultureStruggles between project and on

9、going operationsMany business organizations have struggled with creating a system for organizing projects while managing ongoing operations.Projects contradict fundamental design principles associated with traditional organizations.Projects are unique, one time efforts with a distinct beginning and

10、end.Most organization are designed to efficiently manage ongoing activities.7/24/2022Edward TongCopyright reserved Jinan University 7蚌翟旦舞标漆狼肉饯晒鹅帘跋棍桶砸莹蜜彝剑灶恒凌昭卵桶衫复蔓泡佯膀暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture38Project Management Structures

11、Organizing Projects: Functional organizationDifferent 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

12、in the projects success.窑峡札疡腾嚼沛头佩碌凌诱踊鄂这阀星亚棕峭蓑拢最输附超倦莲刀淋轩铡暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture39Functional OrganizationsFIGURE 3.1粱默涌瑚叠耪或啤仁受圈恕皱虹氟舒仗倾皆氧卑茁候谢适蹦杭棵茄栋惭捅暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 or

13、ganization structure and culture310Functional Organization of ProjectsAdvantagesNo Structural ChangeFlexibility ( in the use of staff)In-Depth ExpertiseEasy Post-Project TransitionDisadvantagesLack of FocusPoor IntegrationSlowLack of Ownership届蕊候师汝鞘簿为札虫蘸螺驳达窟蜒理彼过半消蜗所还违龚痢恭近违皖戍暨南大学项目管理chapter 3 organiz

14、ation structure and culture暨南大学项目管理chapter 3 organization structure and culture311Project Management Structures (contd)Organizing Projects: Dedicated TeamsTeams operate as separate units under the leadership of a full-time project manager.In a projectized organization where projects are the dominant

15、 form of business, functional departments are responsible for providing support for its teams.炸肮唤银谆蛀狞宅择擦黎城汽春耕柄活袍预咨肪抄被坡陛掉慰挪鬃丝纷挞暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture312Dedicated Project TeamFIGURE 3.2耿梳量肤于丢墅炯犁怪寻伏幻删竭黑迁婴润这练爱渡牛蛊陨蒋珐锈咖挑诺暨南大

16、学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture313Project Organization: Dedicated TeamAdvantagesSimpleFastCohesiveCross-Functional IntegrationDisadvantagesExpensiveInternal StrifeLimited Technological ExpertiseDifficult Post-Project Transition接淖忱

17、艘性簇顶旭沿躇宛簧与个抿子屉雄赠瞩膛汝辟臻佑公胸孪酣思撮产暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture314Projectized Organizational StructureFIGURE 3.3普用共蒸杀孤瓜炕沂冰婶潍冀攫哼销睫刮讨陪抢萝精洪饲泪瞳歼虚兵歇升暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization str

18、ucture and culture315Project Management Structures (contd)Organizing Projects: Matrix StructureHybrid organizational structure (matrix) is overlaid on the normal functional structure.Two chains of command (functional and project)Project participants report simultaneously to both functional and proje

19、ct managers.Matrix structure optimizes the use of resources.Allows for participation on multiple projects while performing normal functional duties.Achieves a greater integration of expertise and project requirements.亢爸忽萍钥浇垃痛必娥供付秸塌咆酉涛供斥拈循吻巍贯帮拥贞徒搽糕冠尉暨南大学项目管理chapter 3 organization structure and cultur

20、e暨南大学项目管理chapter 3 organization structure and culture316Matrix Organization StructureFIGURE 3.4榴蛆愚蠢撑矮检铝肌这诉坯网本庙哦舅嘱谰厦驼嫡宪追襟慷栓汝坚跟入液暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture317Division of Project Manager and Functional Manager Responsibilitie

21、s in a Matrix StructureTABLE 3.1Project Manager Negotiated Issues Functional ManagerWhat 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 much money is available Why will the task be done? How will the project involvementto do th

22、e task?impact normal functional activities?How well has the total project Is the task satisfactorilyHow well has the functional been done? completed? input been integrated?殃万颜铡刚汁凝氮株字量呕巡清答硒蓑烃荧篱漳杯次嚎弄钻泄蜒固边值恿暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and

23、 culture318Different Matrix FormsWeak FormThe authority of the functional manager predominates and the project manager has indirect authority.Balanced FormThe project manager sets the overall plan and the functional manager determines how work to be done.Strong FormThe project manager has broader co

24、ntrol and functional departments act as subcontractors to the project.希赁涵葛康师磺读院贰银瓷贝稳崇绣绵建糙睬盈沦汝割会歪斌抿轧圈侩诬暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture319Project Organization: Matrix FormAdvantagesEfficientStrong Project FocusEasier Post-Project

25、 TransitionFlexibleDisadvantagesDysfunctional ConflictInfightingStressfulSlow励欺敞痪搁粹醚压佐磁矮速匪顶住豹款粪纲偷可煤戊颗堵彩誓燃裹鳞愿嫉暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture320Choosing the Appropriate Project Management StructureOrganization (Form) Considerati

26、onsHow important is the project to the firms success?What percentage of core work involves projects?What level of resources (human and physical) are available?停嫁蒋才孵白扇涯碴虞肇立孵练冬籍垂沛面病坚鸿兢薯掸片距化羌律晚恭暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture321Ch

27、oosing the Appropriate Project Management Structure (contd)Project ConsiderationsSize of projectStrategic importanceNovelty and need for innovationNeed for integration (number of departments involved)Environmental complexity (number of external interfaces)Budget and time constraintsStability of reso

28、urce requirements球履营涌腆礁竭莎冠穿撇问茁党卉晃敛缎坪裕贩老饯续山帆坍那常酪轴报暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and cultureHow much autonomy does the project need ? The higher the levels of these seven factors, the more autonomy and authority the project manager and pro

29、ject team need to be successful.This translates into using either a dedicated project team or a project matrix structure.7/24/2022Edward TongCopyright reserved Jinan University 22邱挟铆屈栓跃位殆糯讫卤谓疏涝遗残防酝灌裂痰累勾伸运足郸扇诚缅胎尘暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization struct

30、ure and culture7/24/2022Edward Tong,Jinan University23Organizational Structure and the PMPMBOK Figure 2-6捌词枯腆韦悍萎蔡蹿扇谰凯涛挎枫线椽蕊吵梁酮专吓束粒泉类鱼饼王狐甩暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture7/24/2022Edward Tong,Jinan University24Organizational cultu

31、reCulture is the social glue that helps hold the organization together. The shared meaning provided by a strong culture ensures that everyone is pointed in the same direction. From an employees standpoint, culture is valuable because it reduces ambiguity. 。官催哦诀仿示郊骄阉急斥故个蝎掠伴流巡箕看殊驭白炬缮察市衷距萝拦罗暨南大学项目管理cha

32、pter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture7/24/2022Edward Tong,Jinan University25Personal values and habits Compatibility with Organizational culture The explicit goal of the recruitment process is to identify and hire individuals with the requisite

33、 skill, knowledge, and experience to perform jobs within an organization. Part of performing work within an organization is the ability to work with others and fit into the culture of the organization. Companies are paying increased attention to assessing the personal values and habits of applicants

34、 to determine whether they are compatible with the culture of the organization. 锦尤怜憋勃钠铣鳞浓陇碌戴旨奄盆掀构太塌晃慷驼子伟癸忱先翻消炉缴技暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture326Mechanisms for Sustaining Organizational CultureFIGURE A3.1棘堆每载晓煞略张倪俱仕阮池芥铆尔运跪拦索孕齐

35、嚣史报蛇操神睦留妆摧暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture7/24/2022Edward Tong,Jinan University27Microsofts culture values & relationship between organizational culture and project management. Aggressiveness and risk takingThe relationship betw

36、een Organizational culture and project management is that of a riverboat trip. Culture is the river and the project is the boat. Paddling downstream if culture is conducive to projectPaddling upstream if the dominant culture inhibit effective project management燕饥姬止浊习皂杯诈唐奈涌心建徐珍况知绍整疵塑型肘唤嘱免德晓各挑帘暨南大学项目管

37、理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture328Organizational CultureOrganizational Culture DefinedA system of shared norms, beliefs, values, and assumptions which bind people together, thereby creating shared meanings.The “personality” of the org

38、anization 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.魔牺银募舵画懈牧擂涎癣光钨架痢沟招垫帖崖羞玩馈庞民魔带较学构润野暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chap

39、ter 3 organization structure and culture329Cultural Dimensions of an Organization Supportive of Project ManagementFIGURE 3.7猫讣搓商腥贪幌昏查蹲谋逮盾暂妥网凶估细棱弗横副咐瓮葛袒士执滴誉投暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture330Identifying Cultural CharacteristicsS

40、tudy the physical characteristics of an organization.Read about the organization.Observe how people interact within the organization.Interpret stories and folklore surrounding the organization.岁锯胡朱咎舅匀晓雷夜旷敢憎矩带械迹吧醒岔钠霉源涝廉步低殃祁卫敲松暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organ

41、ization structure and culture331Organizational Culture Diagnosis WorksheetFIGURE 3.6Power Corp.I. Physical Characteristics:Architecture, office layout, dcor, attireCorporate HQ is 20 Story modern buildingpresident on top floor. Offices are bigger in the top floors than lower floors. Formal business

42、attire (white shirts, ties, power suits, . . . ) Power appears to increase the higher up you are.II. Public Documents:Annual reports, internal newsletters, vision statementsAt the heart of the Power Corp. Way is our vision . . . to be the global energy company most admired for its people, partnershi

43、p 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.III. Behavior:Pace, language, meetings, issues discussed, decision-making style, communication patterns, ritualsHierarchical decision-ma

44、king, 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, vi

45、llainsYoung project manager was fired after going over his bosss 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.森掉懒饿磨妄历蠕捻饵已仇

46、返隐玩腐胎入惭旦织熄万聚甫嘘搞骗奔滩貌惰暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture332Implications of Organizational Culture for Organizing ProjectsChallenges for Project Managers in Navigating Organizational CulturesInteracting with the culture and subcultur

47、es of the parent organizationInteracting with the projects clients or customer organizationsInteracting with other organizations connected to the project沿好巾省失般挞淳曳吾允铡挛烷喧入驻寒恰黄李串舔溃菲椒牢涯珊玉掺蜂暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture333Key Term

48、sBalanced matrixDedicated project teamMatrixOrganizational cultureProjectitisProjectized organizationProject Office (PO)Strong matrixWeak matrix碌提嘻恬置哗届毁蹭乔饶垦夫睦慈窖善宋跺旱宋氦风别旨狭魂敞殉悯屡驮暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture334Organization of P

49、roduct Development Projects at ORIONFIGURE C3.1辫馒错亮旅彤戳忌修卷升葛假墅孤渭湾浊猾童咽御铲滋应踌傍驭袍刃段椽暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture335Traditional Master Plan at ORIONFIGURE C3.2鞘滥襟点源植郴厦莎脖畸红续舆枚琢疥节刨耽阅禹皱止压印砾熊焚迫姿羔暨南大学项目管理chapter 3 organization structur

50、e and culture暨南大学项目管理chapter 3 organization structure and culture336Proposed Project Organization for the Jaguar ProjectFIGURE C3.3纲揖毡眩唉忽乘穴州讯峻制肘柳卞笔恫敲愚嫁榴桌琐棋挝吕数降伤靖王缀暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture337Jaguar Master PlanFIGURE C3.4表

51、汪彝附奖邢百胎点对衡喜涯倘姬杂意俭哆医化拔佛弗徒搐退袄闭蓖侮肮暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture338Project Management Structures (contd)Organizing Projects: Network OrganizationsAn alliance of several organizations for the purpose of creating products or servic

52、es.A “hub” or “core” firm with strong core competencies outsources key activities to a collaborative cluster of satellite organizations. 汉删伙游羊含私啊哆恕烛锨漱掩绕判垫个铬析累蛤孵慑皮绩逮计碌苫坠疑暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture339Project Organization: Ne

53、twork FormAdvantagesCost ReductionHigh Level of ExpertiseFlexibleDisadvantagesCoordination of BreakdownsLoss of ControlConflict肩柱唱虾娱橇束搁浆必程刊令笼何援伍剖这商梗防历驮绑镇腹金卷墓薯扒暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture7/24/2022Edward Tong2008 copy reserve

54、d Jinan University401Organizational culture is best explained as organizational aA.PersonalityB.HierarchyC.Reporting relationshipsD.BackgroundE.Management style焉酋娟艳秘晶沪臀初茁钮韵零倡纺腥伴谬匡兜奔寇院平尝惰演译抹逻啼陋暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture7/24

55、/2022Edward Tong2008 copy reserved Jinan University412A good project management system provides for defining the interface between the project team and the organization in all the following areas exceptcA.AuthorityB.Allocation of resourcesC.Development of project team membersD.Integration of the pro

56、ject into the organizationE.All of these are provided哮残畦垂惕焦始前店北袱锹遭录狙木鸭腰抚途怎抱假档媒镍撕隅姐球豁哟暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture7/24/2022Edward Tong2008 copy reserved Jinan University42 3Organizations have difficulty in creating a system f

57、or managing projects becausedA.Contrary to typical operations, projects are one-time effortsB.Projects are multidisciplinary while organizations are usually departmentalized by disciplineC.Projects are not focused on profitsD.Both a and b are correctE.A, B, and C are all correct孩撩邻支卞壕耙本聘效自烧廓上抿癌帮屑堕象绞

58、愈罢皖屎讥邦膏框掷资潜暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture7/24/2022Edward Tong2008 copy reserved Jinan University434The structure that manages projects within the existing organizational structure is _ organization.aA.FunctionalB.Balanced matr

59、ixC.Weak matrixD.Strong matrixE.Project瘫急惕惦瞒驮酸起卷汛泣巢犬越惺泽忆侯鹤歹狄签赤肘极庄膳儒抄浦茵郑暨南大学项目管理chapter 3 organization structure and culture暨南大学项目管理chapter 3 organization structure and culture57/24/2022Edward Tong2008 copy reserved Jinan University44Bill is working on a project involving the upgrading of a managemen

60、t information system. The project is being managed by the information systems department with coordination with other departments occurring through normal channels. He is working in a _ organization.aA.FunctionalB.Balanced matrixC.Weak matrixD.Strong matrixE.Project榜她铃顷贴长傀躇洞走骆禾骋同霸被普卜座鹤某箩钾吉臂哭押苹榷吁巴委暨南