PMI41 Project Organization

EuroProjex
Project and Programme Management

Session 4.1: Project Organization
Professor J Rodney Turner
Visiting Professor
Limerick University
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EuroProjex
rodneyturner@europrojex.co.uk
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EuroProjex
Project Organization
The problem of organizing
External organization
Internal organization
Responsibility charts
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Transforming a conflict (political) system into

a cooperative (rational) one
A conflict system
individual objectives not jointly consistent
organizes through exchanges between actors
A cooperative system
individuals act rationally towards a common
objective - goals aligned
Levitt and March 1995

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Aims of organizing
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Achieve cooperation
Share goals
Act rationally
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Achieving cooperation
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Crafting cooperation
Design of
Organization
Assumptions
about People
Shaping
Social Norms
Legitimization
of Behaviour
Common
Language
Desired
Behaviour
Delegitimization
of Others
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Crafting cooperation
Assumptions
Development
Cooperation
Trust
Practices & Processes

Self development
Coaching/mentoring
Enriching others
Legitimization
Friendship
Trust
Cooperation
Norms
Conversation
Cooperation
Development
Language
Trust
Communication
We not I
Behaviour
Delegitimization
SelfSelf-promotion
Competition
Aggressiveness
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Project, facility, product

Owner
Benefit/Purpose
Outcome
Benefit
Value to
Owner
Facility/Asset
Output
Price
Value to
Contractor
Project
Work
Cost
Contractor
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Owner contractor model

Owner
Objectives
Optimum solution
Value for money
Finance
Contract between
Owner and
Contractor
Sponsor
Resources
Results
Manager
Team Ldrs
Contractor
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ContractEuroProjex
between
parties involved
Objectives
Maximum profit
Satisfied client
Two contracts
External
Organization
Planning and controlling

scope
Organizing & implementing

organization
Milestone Plan
Responsibility Chart
Specify results
throughout the project
Report on a copy
of the plan
Organization
Procedures
Priorities
Schedule
Activity schedule and progress report

Internal
Organization
Activity
list
Progress
report
Response
Chart
Bar
Chart
Contract
between project
management
and corporate
management
Contract
between project
participants
EuroProjex
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Two decisions
relationship project to parent organization
managerial responsibility and authority
relationship of the participants to the task
leadership style of the project manager
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Range of matrix structures

Balanced
Matrix
Coordinated
Matrix
Secondment
Matrix
Resources remain in function

Functional manager allots work
Single discipline work packages
Resources seconded to project

Project manager allots work
Mixed discipline work packages
Functional
Hierarchy
Project
Hierarchy
Projects undertaken in the function

Functional manager is project manager
Small, single function projects
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Projects department or core team

Career in projects
Large dedicated project teams
Project organization
Company
Dept A
Permanent
Structures
Dept B
Temporary
Structures
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Dept C
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Projects
Dept
Project organization functional

hierarchy Company
Dept A
Dept B
Dept C
Projects
Dept
Small
Project
Permanent
Structures
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Temporary
Structures
EuroProjex
Project organization project

hierarchy Company
Dept A
Dept B
Projects
Dept
Dept C
Small
Project
Large
Project
Permanent
Structures
Temporary
Structures
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Project organization seconded

matrix
Company
Dept A
Dept B
Dept C
Projects
Dept
Small
Project
Large
Project
Mixed
Work Pack
Permanent
Structures
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Temporary
Structures
People seconded
for duration of
their involvement
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Project organization coordinated

matrix
Company
Dept A
Dept B
Small
Project
Dept C
Projects
Dept
Single
Work Pack
Project Manager
gives work to
Functional Manager
to resource
Large
Project
Mixed
Work Pack
Permanent
Structures
Temporary
Structures
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People seconded
for duration of
their involvement
EuroProjex
Project success rates

100%
Likelihood
of success
Development projects
Goals not well defined
Users involved
Implementation projects
Goals well defined
Users not involved
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Functional
hierachy
Coordinated
EuroProjexBalanced
matrix
matrix
Project
Secondment
matrix
hierarchy
EuroProjex
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Leadership styles
Involvement of Team in
Decision Making Decision Taking
Flexibility
LaissezLaissez-Faire
High
High
High
Democratic
High
Low
High
Autocratic
Low
Low
High
Bureaucratic
Low
Low
Low
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Isomorphic structures
Stage
Feasibility
Design
Execution
Close
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Structure
Egoless
Matrix
Hierarchy
Surgical
Leadership
Laissez-faire
Democratic
Autocratic
Bureaucratic
EuroProjex
Team
Experts
Mixed
Task
Task force
Internal structures
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Isomorphic
Egoless
Speciality, (matrix)
Task
Surgical
EuroProjex
Egoless team structure
Project work
Task 2
Task 1
Specialist 1
Project team
Task 3
Specialist 2
Manager
Specialist 3
EuroProjex
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Speciality team structure
Project work
Task 1
Task 2
Task 3
Specialist 2
Project team
Specialist 3
Specialist 1
Manager
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Task team structure
Project work
Task 1
Task 2
Task 3
Project team
Team 1
Team 2
Team 3
Manager
EuroProjex
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Surgical team structure
Project work
Task 1
Task 2
Task 3
Manager
Specialist 2
Project team
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Specialist 1
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Specialist 3
EuroProjex
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Responsibility chart
OBS
Companies/Departments/Functions
Resources/People
PBS
Milestones
Activity/Task
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WBS
Roles/Responsibilities
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Symbols
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eXecutes the work
takes Decision solely or ultimately
takes decision jointly or partly
manages Progress
provides Tuition on the job
must be Consulted
must be Informed
available to Advise
EuroProjex
Case history 1 - Design of a computer

system for a North Sea oil platform
Attached are responsibility charts for the

project for the computer systems on the
North Sea Oil Platform.
Two charts are attached:
at the milestone level
at the activity level for milestones SY4 and ST4,
(there is only one activity for ST4).
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Developing a responsibility chart
Just like the milestone plan, the

responsibility chart should be completed
through group work
Fill in the row and column headings
Project the chart onto a white board
Fill in the body of the matrix
each row can take 10 minutes
the whole chart two hours
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Determine the duration of each work

element
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Fill in the bar chart
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END of SESSION 4.1

johnrodney.turner@polimi.it
jrt/epm/mar06
EuroProjex

PMI41 Project Organization

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EuroProjex

Project and Programme Management

The problem of organizing

Transforming a conflict (political) system into

objective - goals aligned

Levitt and March 1995

Practices & Processes

Project, facility, product

Owner contractor model

Planning and controlling

Organizing & implementing

Activity schedule and progress report

Range of matrix structures

Resources remain in function

Resources seconded to project

Projects undertaken in the function

Projects department or core team

Project organization functional

Project organization project

Project organization seconded

Project organization coordinated

Project success rates

Egoless team structure

Speciality team structure

Task team structure

Surgical team structure

eXecutes the work

takes Decision solely or ultimately

takes decision jointly or partly

provides Tuition on the job

Case history 1 - Design of a computer

Attached are responsibility charts for the

(there is only one activity for ST4).

Developing a responsibility chart

Just like the milestone plan, the

Determine the duration of each work

END of SESSION 4.1

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