strategi organisasi dan pemilihan proyek

STRATEGI ORGANISASI DAN
PEMILIHAN PROYEK
Strategi diimplementasikan melalui berbagai proyek
Masing-masing proyek harus memiliki hubungan yang jelas
dengan strategi organisasi
1
Where We Are Now
2–2
Pertanyaan yang Muncul karena
Proyek Tak Jelas
Darimana proyek ini berasal?
Apakah saya sebaiknya berhenti mengerjakan
proyek ini dan memulai proyek baru?
Mengapa kami mengerjakan proyek ini?
Bagaimana proyek ini bisa menjadi prioritas
pertama?
Dimana kami mendapatkan sumber daya untuk
mengerjakan proyek ini?
3
Why Project Managers Need to
Understand the Strategic
Management Process
Changes in the organization’s mission
and strategy
• Project managers must respond to changes
with appropriate decisions about future
projects and adjustments to current projects.
• Project managers who understand their
organization’s strategy can become effective
advocates of projects aligned with the firm’s
mission.
2–4
Strategi Organisasi dan Pemilihan
Proyek
Setiap proyek seharusnya menyumbangkan nilai bagi rencana strategis
perusahaan, yang dirancang untuk kebutuhan di masa mendatang dari
para pelanggan mereka
Tugas manajemen puncak dan madya  menciptakan, memelihara, dan
memastikan hubungan yang kuat antara rencana strategis dan proyek
Agar perusahaan dapat memastikan hubungan dan kesesuaian tersebut,
proyek harus diintegrasikan dengan rencana strategis  menganggap
eksistensi rencana strategis dan sebuah proses untuk memprioritaskan
proyek berdasarkan kontribusinya terhadap rencana strategis
5
Strategi Organisasi dan Pemilihan
Proyek
Banyak organisasi tidak mengembangkan sebuah
proses yang secara jelas menghubungkan
pemilihan proyek dengan rencana strategis
sehingga penggunaan sumber daya organisasi
menjadi sangat menyedihkan—orang, uang,
peralatan, dan berbagai kompetensi inti
Organisasi yang punya hubungan koheren antara
proyek dengan strategi memiliki kerja sama yang
lebih baik, kinerja yang lebih baik pada proyek
yang dikerjakan, dan punya lebih sedikit proyek
6
Pemikiran lama vs Pemikiran baru
7
Pemikiran Lama
• Manajemen proyek
dikerjakan semata-mata
dengan perencanaan dan
eksekusi proyek
• Strategi dianggap menjadi
tanggung jawab
manajemen senior
Pemikiran Baru
•
•
•
Manajemen proyek adalah poin
paling penting dari strategi dan
operasi
Peran tradisional manajer
proyek diperluas dari
operasional ke perspektif yang
lebih luas
Manajer proyek akan fokus pada
aspek-aspek bisnis, dan peran
mereka akan meluas, dari
membuat pekerjaan dilakukan
menjadi mencapai hasil-hasil
bisnis dan memenangkan pasar
Alasan Manajer Proyek perlu
Memahami Strategi
Agar manajer proyek dapat membuat keputusan serta penyesuaian
secara tepat serta dapat menjadi penasehat proyek yang efektif
Manajer proyek harus mampu menunjukkan kepada manajemen senior
bagaimana proyek mereka memberikan kontribusi terhadap misi
perusahaan  Proteksi dan dukungan yang terus-menerus dapat
diperoleh dengan cara menyesuaikan proyek dengan sasaran perusahaan
Manajer proyek juga perlu mampu menjelaskan kepada anggota tim dan
stakeholder lain mengapa sasaran dan prioritas tertentu dari proyek
adalah kritis  agar dapat terlibat dalam keputusan-keputusan yang
imbal baliknya sangat besar
8
Dampak Manajer Proyek Tidak Memahami
Peran Proyek Untuk Mencapai Strategi
Fokus pada masalah
atau solusi yang
secara strategis punya
prioritas rendah
Fokus pada pelanggan
saat itu ketimbang
pada pasar
keseluruhan dan
rantai nilai
Berusaha memecahkan setiap
masalah pelanggan dengan sebuah
produk atau jasa ketimbang fokus
pada penyelesaian masalah berbasis
Hukum Pareto (20:80)
Terlalu menekankan
teknologi, akibatnya
adalah proyek yang
mengejar teknologi
canggih yang tidak
cocok dengan strategi
atau kebutuhan
pelanggan
Terus-menerus mengusahakan
kesempurnaan yang tidak
menjadi perhatian siapa pun
kecuali tim proyek
9
PROJECT PORTFOLIO
MANAGEMENT
10
The Strategic Management Process:
An Overview
Strategic Management
• Requires every project to be clearly linked to strategy.
• Provides theme and focus of firm’s future direction.
• Responding to changes in the external
environment—environmental scanning
• Allocating scarce resources of the firm to improve
its competitive position—internal responses to new
programs
• Requires strong links among mission, goals,
objectives, strategy, and implementation.
2–11
Strategic Management Process
Activities
Review and define the organizational mission.
Set long-range goals and objectives.
Analyze and formulate strategies to reach
objectives.
Implement strategies through projects
2–12
Why Project Managers Need to Understand
the Strategic Management Process
Changes in the organization’s mission
and strategy
• Project managers must respond to changes with
appropriate decisions about future projects and
adjustments to current projects.
• Project managers who understand their
organization’s strategy can become effective
advocates of projects aligned with the firm’s
mission.
2–13
Strategic
Management
Process
FIGURE 2.1
2–14
Characteristics of Objectives
S
Specific
Be specific in targeting an objective
M
Measurable
Establish a measurable indicator(s) of progress
A
Assignable
Make the objective assignable to one person
for completion
R
Realistic
State what can realistically be done with
available resources
T
Time related
State when the objective can be achieved,
that is, duration
EXHIBIT 2.1
2–15
Scenario Planning: A Supplement
to Traditional Strategic Planning
Clarifying
your core
business and
assessing
drivers of
change in
the industry
environment
Developing
potential
scenarios
and
assessing the
impact
of STEEP
factors
Developing
potential
contingency
strategies
and best
future
strategic
options
Identifying
early
indicators
and
establishing
triggers for
strategic
action
2–16
Project Portfolio Management (PPM)
The centralized management of processes,
methods, and technologies used by project
managers and project management offices (PMOs)
to analyze and collectively manage a group of
current or proposed projects based on numerous
key characteristics.
The objectives of PPM are to determine the
optimal resource mix for delivery and to schedule
activities to best achieve an organization’s
operational and financial goals ― while honoring
constraints imposed by customers, strategic
objectives, or external real-world factors.
17
Project Portfolio Management
Problems
The Implementation Gap
• The lack of understanding and consensus on strategy
among top management and middle-level (functional)
managers who independently implement the strategy.
Organization Politics
• Project selection is based on the persuasiveness and power
of people advocating the projects.
Resource Conflicts and Multitasking
• Multiproject environment creates interdependency
relationships of shared resources which results in the
2–18 starting, stopping, and restarting projects.
Key Players and Responsibilities
Business
Unit/Sponsor
Any
organizational
component that
requests or
consumes a
portion of the
budget for the
purpose of
conducting
projects.
Project Manager Project Portfolio
Manager
Executive Team
Individual with
overall
responsibility for
successful
planning and
execution of a
project.
Select corporate
officers who
guide and
provide inputs to
the PPM process.
Manager with
responsibility for
the project
portfolio.
Usually
supported by a
team.
Team may be
composed of
directors of the
business areas.
19
Key Players and Responsibilities
Business
Unit/Sponsor
Project Manager
Project Portfolio
Manager
Executive Team
Each business unit
Identifies projects,
assists project
managers in
constructing
business cases for
justifying projects,
and champions its
projects and project
portfolio.
The business unit is
responsible for
providing quality
assurance for data
related to its
projects.
Project managers
work closely with
business
units/sponsors to
provide good data
for the portfolio
management
process.
Project managers
are responsible for
ensuring that
approved projects
perform according to
plan.
The project portfolio
manager establishes
the rules, and
procedures for
making portfolio
decisions.
The portfolio
manager analyses
projects and
portfolios proposed
by business units
and recommends the
overall project
portfolio.
The executive team
provides policy
inputs for the
process, including
weights for trading
off different types of
project benefits.
The team sets
targets, approves the
budget and project
portfolios, and
ensures that
portfolio decisions
are enforced.
20
Perlunya Sistem Manajemen
Portofolio Proyek Yang Efektif
Masalah yang
timbul karena
adanya
implementasi
proyek tanpa
sebuah sistem
prioritas yang
kuat yang
terkait dengan
strategi:
• Kesenjangan
implementasi
• Politik organisasi
• Konflik sumber daya
dan multitasking
21
Keuntungan Manajemen Portofolio
Proyek
1
2
3
4.
5.
6.
7
• Membangun disiplin ke dalam proses pemilihan proyek
• Menghubungkan pemilihan proyek dengan matrik strategis
• Memprioritaskan usulan/proposal proyek berdasarkan sekumpulan kriteria yang
umum ketimbang berdasarkan emosi atau politik
• Mengalokasikan sumber daya pada proyek yang selaras dengan arah strategis
• Menyeimbangkan resiko di semua proyek
• Membenarkan menghapus proyek yang tidak mendukung strategi organisasi
• Meningkatkan komunikasi dan mendukung kesepakatan terhadap tujuan proyek
22
Sistem manajemen portofolio
Manajemen portofolio memastikan bahwa proyek sesuai
dengan tujuan strategis dan diprioritaskan dengan tepat
Manajemen portofolio menyediakan informasi untuk
membuat keputusan bisnis secara lebih baik
Perancangan sistem portofolio proyek meliputi:
• Klasifikasi proyek
• Kriteria pemilihan yang tergantung pada klasifikasi
• Sumber proposal
• Evaluasi proposal
• Mengelola portofolio proyek
23
Klasifikasi Proyek
Proyek Pemenuhan (compliance) dan Keadaan Darurat (harus
dilakukan)
• Proyek pemenuhan (compliance) umumnya adalah proyek-proyek yang perlu
memenuhi persyaratan yang diperlukan untuk beroperasi di suatu wilayah
sehingga harus dilakukan
• Proyek keadaan darurat harus memenuhi kriteria
• Proyek pemenuhan dan proyek keadaan darurat biasanya mendapat penalti bila
tidak dilakukan
Proyek operasional
Proyek strategis
• Proyek yang diperlukan untuk
mendukung operasi yang sedang
berjalan; dirancang untuk
meningkatkan efisiensi sistem
penyerahan, mengurangi biaya
produk, dan meningkatkan kinerja
• Proyek yang secara langsung
mendukung misi jangka panjang
organisasi
• Diarahkan langsung untuk
meningkatkan pendapatan atau
pangsa pasar
24
Klasifikasi Proyek
Semua proyek yang berada dalam kategori “harus”
mengabaikan kriteria pemilihan lainnya
Aturan utama untuk menempatkan sebuah proyek yang
diusulkan masuk dalam kategori “harus” adalah 99%
stakeholder organisasi menyetujui bahwa proyek harus
diimplementasikan; tidak ada pilihan selain
mengimplementasikan proyek
Semua proyek yang lain dipilih dengan menggunakan
kriteria pemilihan dihubungkan dengan strategi
organisasi
25
Portfolio of Projects by Type
FIGURE 2.2
2–26
A Portfolio Management System
Selection Criteria
• Financial: payback, net present value
(NPV), internal rate of return (IRR)
• Non-financial: projects of strategic
importance to the firm.
Multi-Weighted Scoring Models
• Use several weighted selection criteria to
evaluate project proposals.
2–27
Kriteria Pemilihan
kriteria
finansial
kriteria
nonfinansial
• Payback
• net present value
(NPV)
28
Payback
Model payback mengukur waktu yang diperlukan untuk
memulihkan investasi proyek, lebih pendek lebih diinginkan
Menggunakan cash flows, Digunakan untuk menghapus proyek
khusus yang penuh resiko
Mengabaikan nilai waktu dari uang, mengasumsikan
penerimaan kas untuk periode investasi, dan tidak
mempertimbangkan profitabilitas
estimasi biaya proyek
Masa pengembalian (tahun) 
penghematan tahunan
29
Contoh Payback
30
Net Present Value (NPV)
Menggunakan tingkat pengembalian minimum yang
diinginkan untuk menghitung nilai saat ini dari semua
kas bersih
• Positive NPV: project meets minimum desired rate of return
and is eligible for further consideration.
n
Ft
• Negative NPV: project is rejected.
NPV Proyek  I 0  
Rumus:
t 1
1  k 
t
Dengan:
• I = investasi awal (karena pengeluaran, maka nilainya negatif)
31
Contoh NPV
32
Kriteria Nonfinansial
Bertahan hidup dalam jangka panjang adalah
tergantung pada pengembangan dan pemeliharaan
kompetensi inti
Untuk menangkap pangsa pasar yang lebih besar
Untuk membuat pesaing sulit memasuki pasar
Untuk mengembangkan sebuah produk enabler, yang pengenalannya akan meningkatkan
penjualan produk-produk yang lebih profitable
Untuk mengembangkan teknologi inti yang akan digunakan dalam produk generasi
berikutnya
Untuk mengurangi ketergantungan pada pemasok yang tidak dapat dipercaya
Untuk mencegah intervensi dan regulasi pemerintah
Kriteria intangible  untuk mengembalikan citra perusahaan, untuk meningkatkan
pengenalan merek
33
Multi-Criteria Selection Models
Checklist Model
• Uses a list of questions to review potential projects and to
determine their acceptance or rejection.
• Fails to answer the relative importance or value of a
potential project and doesn’t to allow for comparison with
other potential projects.
Multi-Weighted Scoring Model
• Uses several weighted qualitative and/or quantitative
selection criteria to evaluate project proposals.
• Allows for comparison of projects with other potential
projects
2–34
Kriteria Pemilihan
Karena tidak ada kriteria tunggal yang dapat
mencerminkan signifikansi strategis, manajemen
portofolio memerlukan model penyaringan dengan
banyak kriteria
Model skoring terbobot
• Menggunakan beberapa kriteria pemilihan untuk mengevaluasi
usulan proyek
• Membobot kriteria individual sehingga proyek yang memberikan
kontribusi pada sasaran strategis yang paling utama akan lebih
dipertimbangkan/diperhatikan
• Memasukkan kriteria kuantitatif dan kualitatif
• Setiap kriteria diberi bobot dan skor  dikalikan untuk mendapatkan
total skor terbobot
35
Sample Selection Questions Used in Practice
Topic
Question
Strategy/alignment
What specific strategy does this project align with?
Driver
What business problem does the project solve?
Success metrics
How will we measure success?
Sponsorship
Who is the project sponsor?
Risk
What is the impact of not doing this project?
Risk
What is the project risk to our organization?
Risk
Where does the proposed project fit in our risk profile?
Benefits, value, ROI
What is the value of the project to this organization?
Benefits, value, ROI
When will the project show results?
Objectives
What are the project objectives?
EXHIBIT 2.4
2–36
Sample Selection Questions Used in Practice
Topic
Question
Organization culture
Is our organization culture right for this type of project?
Resources
Will internal resources be available for this project?
Approach
Will we build or buy?
Schedule
How long will this project take?
Schedule
Is the time line realistic?
Training/resources
Will staff training be required?
Finance/portfolio
What is the estimated cost of the project?
Portfolio
Is this a new initiative or part of an existing initiative?
Portfolio
How does this project interact with current projects?
Technology
Is the technology available or new?
EXHIBIT 2.4 cont’d
2–37
Kesesuaian strategis
Urgensi
25% dari penjualan
produk baru
Mengurangi cacat
sampai kurang dari 1%
Meningkatkan
loyalitas pelanggan
ROI 18% plus
Bobot total
Bobot
Proyek 1
Proyek 2
Proyek 3
Proyek 4
Proyek 5
Proyek 6
:
Proyek n
Tetap dalam
kompetensi inti
Kriteria
Contoh Model Skoring Terbobot
2
1
3
9
3
1
6
3
8
3
5
0
10
5
2
2
2
2
10
5
0
2,5
6
0
0
0
10
2
1
0
0
2
0
0
0
1
6
5
2
6
8
2
3
5
1
5
0
9
7
66
27
56
32
102
55
5
5
7
0
10
10
8
83
38
Contoh Model Skoring Terbobot
Proyek 5 mendapat nilai
paling tinggi
Proyek 2 mendapat nilai
paling rendah
Jika sumber data
menciptakan “cutoff
treshold” 50 poin, maka
tim prioritas akan
membuang proyek 2 dan
proyek 4
39
Menerapkan Model Pemilihan
“Klasifikasi Proyek”
Proyek yang berbeda (strategis dan operasional) tidak perlu punya
kriteria yang sama persis
Kriteria yang paling penting untuk pemilihan adalah kesesuaian proyek
dengan strategi organisasi  konsisten di semua jenis proyek dan
mendapat prioritas relatif lebih tinggi dibanding kriteria lainnya
Keseragaman di semua model prioritas yang digunakan dapat mencegah
perusahaan untuk tidak berlebihan menggunakan sumber daya
organisasi
Siapa pun yang membuat usulan proyek perlu mengelompokkan proposal
berdasarkan jenis sehingga kriteria yang sesuai dapat digunakan untuk
mengevaluasi proposal mereka
40
Menerapkan Model Pemilihan
“Memilih model”
Peralihan berdasarkan kriteria finansial menjadi multi kriteria
Manajemen senior berniat mengidentifikasi bauran potensial dari banyak proyek
yang akan memungkinkan penggunaan terbaik sumber daya manusia dan modal
untuk mengembalikan investasi dalam jangka panjang
Model skoring terbobot membawa proyek semakin dekat dengan tujuan-tujuan
strategis
•
•
•
•
Disiplin dan kredibilitas perlu dilibatkan dalam pemilihan proyek
Jumlah proyek yang menghabiskan banyak sumber daya dapt dikurangi
Proyek politik dan “sacred cow” diekspos
Tujuan proyek lebih mudah dikenali dan dikomunikasikan dengan
menggunakan kriteria pemilihan sebagai bukti-bukti yang menguatkan
• Membantu manajer proyek memahami bagaimana proyek tersebut dipilih,
bagaimana proyek tersebut memberikan kontribusi bagi tujuan organisasi,
dan bagaimana proyek tersebut dibandingkan dengan proyek lain
41
Project Proposals
Sources and Solicitation of Project Proposals
• Within the organization
• Request for proposal (RFP) from external sources (contractors
and vendors)
Ranking Proposals and Selection of Projects
• Prioritizing requires discipline, accountability, responsibility,
constraints, reduced flexibility,
and loss of power.
Managing the Portfolio
• Senior management input
• The priority team (project office) responsibilities
2–42
43
Meranking Proposal dan
Memilih Proyek
Meranking Proposal dan Memilih
Proyek: contoh format evaluasi
44
Tanggung jawab untuk menentukan
prioritas
Melibatkan disiplin,
akuntabilitas, tanggung
jawab, batasan,
berkurangnya fleksibilitas,
dan hilangnya kekuasaan
Dapat menjadikan hal
yang tidak menyenangkan
bagi para manajer
Komitmen manajemen
puncak tidak lebih dari
sekadar memberi restu
kepada sistem prioritas
Manajemen harus
meranking dan membobot
berbagai sasaran dan
strategi yang mereka
yakini paling kritis bagi
organisasi
45
A Proposal Form for
an Automatic
vehicular tracking
(AVL) Public
Transportation
Project
FIGURE 2.4A
2–46
Risk Analysis
for
500-Acre
Wind Farm
FIGURE 2.4B
2–47
Managing the Portfolio
Senior Management Input
• Provide guidance in selecting criteria that are aligned with the
organization’s goals
• Decide how to balance available resources among current
projects
The Priority Team Responsibilities
• Publish the priority of every project
• Ensure that the project selection process is open and free of
power politics.
• Reassess the organization’s goals and priorities
• Evaluate the progress of current projects
2–48
Project Screening
Process
FIGURE 2.5
2–49
Priority
Analysis
FIGURE 2.6
2–50
Project Portfolio Matrix
FIGURE 2.7
2–51
Project Portfolio Matrix Dimensions
• Bread-and-butter Projects
– Involve evolutionary improvements to current products and
services.
• Pearls
– Represent revolutionary commercial opportunities using proven
technical advances.
• Oysters
– Involve technological breakthroughs
with high commercial payoffs.
• White Elephants
– Showed promise at one time
but are no longer viable.
2–52
ORGANIZATION: STRUCTURE AND
CULTURE
53
Where We Are Now
3–54
Project Management Structures
Challenges to Organizing Projects
• The uniqueness and short duration of projects relative to
ongoing longer-term organizational activities
• The multidisciplinary and cross-functional nature of
projects creates authority and responsibility dilemmas.
Choosing an Appropriate Project Management
Structure
• The best system balances the needs of the project with the
needs of the organization.
55
Project Management Structures
Functional
Organization
Dedicated Project
Team
Matrix
56
Organizing Projects: Functional
organization
Different 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 in the project’s success.
57
Functional Organizations
FIGURE 3.1
58
Functional Organization of Projects
59
•
•
•
•
Advantages
No Structural Change
Flexibility
In-Depth Expertise
Easy Post-Project
Transition
•
•
•
•
Disadvantages
Lack of Focus
Poor Integration
Slow
Lack of Ownership
Organizing Projects: Dedicated
Teams
Teams operate as separate units under the
leadership of a full-time project manager.
In a projectized organization where projects
are the dominant form of business,
functional departments are responsible for
providing support for its teams.
60
Dedicated Project Team
FIGURE 3.2
61
Project Organizational Structure
FIGURE 3.3
62
Project Organization: Dedicated
Team
63
•
•
•
•
Advantages
Simple
Fast
Cohesive
Cross-Functional
Integration
•
•
•
•
Disadvantages
Expensive
Internal Strife
Limited Technological
Expertise
Difficult Post-Project
Transition
Organizing Projects: Matrix Structure
Hybrid organizational • Two chains of command (functional
and project)
structure (matrix) is
• Project participants report
overlaid on the
simultaneously to both functional
normal functional
and project managers.
structure.
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
64
Matrix Organization Structure
FIGURE 3.4
65
Division of Project Manager and
Functional Manager Responsibilities in
a Matrix Structure
Project Manager
Negotiated Issues
Functional Manager
What 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 to do the
task?
Why will the task be
done?
How will the project
involvement impact
normal functional
activities?
How well has the total
project been done?
Is the task
satisfactorily
completed?
How well has the
functional input been
integrated?
TABLE 3.1
66
Different Matrix Forms
Balance (or
Middleweight)
Form
Functional
(also Weak or
Lightweight)
Form
Strong
(Heavyweight)
Form
Matrix
Forms
67
Project Organization: Matrix Form
68
•
•
•
•
Advantages
Efficient
Strong Project Focus
Easier Post-Project
Transition
Flexible
•
•
•
•
Disadvantages
Dysfunctional Conflict
Infighting
Stressful
Slow
Rated Effectiveness of Different
Project Structures by Type of Project
Source: Larson, E. W., and Gobeli, D. H., “Matrix Management: Contradictions and Insights,”
California Management Review, vol. 29, no. 4 (Summer 1987), p. 137.
FIGURE 3.5
69
Choosing the Appropriate Project
Management Structure
Organization (Form) Considerations
• How important is the project to the
firm’s success?
• What percentage of core work involves
projects?
• What level of resources (human and
physical) are available?
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Choosing the Appropriate Project
Management Structure
Project Considerations
• Size of project
• Strategic importance
• Novelty and need for innovation
• Need for integration (number of departments
involved)
• Environmental complexity (number of external
interfaces)
• Budget and time constraints
• Stability of resource requirements
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Organizational Culture
Organizational Culture Defined
A system of shared norms, beliefs, values, and
assumptions which bind people together,
thereby creating shared meanings
The “personality” of the organization 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
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Key Dimensions Defining an
Organization’s Culture
FIGURE 3.6
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Cultural Dimensions of an Organization
Supportive of Project Management
FIGURE 3.8
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Identifying Cultural Characteristics
• Study the physical characteristics
of an organization.
• Read about the organization.
• Observe how people interact
within the organization.
• Interpret stories and folklore
surrounding the organization.
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Organizational Culture Diagnosis Worksheet
Power Corp.
I. Physical Characteristics:
Architecture, office layout, décor, attire
Corporate HQ is 20 Story modern building—president on top
floor. Offices are bigger in the top floors than lower floors.
Formal business attire (white shirts, ties, power suits, . . . )
Power appears to increase the higher up you are.
II. Public Documents:
Annual reports, internal newsletters, vision statements
At the heart of the Power Corp. Way is our vision . . . to be the
global energy company most admired for its people,
partnership and performance. Integrity. We are honest with
others and ourselves. We meet the highest ethical standards in
FIGURE 3.6
all business dealings. We do what we say we will do.
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Organizational Culture Diagnosis Worksheet
III. Behavior:
Pace, language, meetings, issues discussed, decision-making style,
communication patterns, rituals
Hierarchical decision-making, 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, villains
Young project manager was fired after going over his boss’s 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.
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FIGURE 3.6
Implications of Organizational
Culture
for Organizing Projects
Challenges for Project Managers
in Navigating Organizational Cultures
• Interacting with the culture and subcultures
of the parent organization
• Interacting with the project’s clients
or customer organizations
• Interacting with other organizations
connected to the project
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Organization of Product Development Projects at
ORION
FIGURE C3.1
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Traditional Master Plan at ORION
FIGURE C3.2
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Proposed Project Organization for the Jaguar Project
FIGURE C3.3
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Jaguar Master Plan
FIGURE C3.4
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Mechanisms for Sustaining Organizational Culture
FIGURE A3.1
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Project Management Structures
(cont’d)
Organizing Projects: Network
Organizations
• An alliance of several organizations for the
purpose
of creating products or services.
• A “hub” or “core” firm with strong core
competencies outsources key activities to a
collaborative cluster of satellite
organizations.
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Project Organization: Network Form
• Advantages
– Cost Reduction
– High Level of
Expertise
– Flexible
• Disadvantages
– Coordination of
Breakdowns
– Loss of Control
– Conflict
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End of This Chapter
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