What is projectized organizations?
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The entire organization is designed to support project teams. Not all
projects are dedicated project teams, personnel can work part-time on
several projects
Who are project sponsors?
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, They play a significant role in the selection and successful implementation
of product innovation projects. They are typically high-ranking managers
who endorse and lend political support for the completion of a specific
project.
What are the environmental forces that contribute to good project managers?
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-Accountability
-Flexibility
-Innovation
-Speed
-Continuous improvement
What are the advantages and disadvantages of using existing functional organization
to complete projects
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, Advantages:
1. No change: Projects are completed within the basic functional structure
of the parent organization. There is no radical alteration in the design and
operation of the parent organization.
2. Flexibility: There is maximum flexibility in the use of staff. Appropriate
specialists in different functional units can temporarily be assigned to work
on the project and then return to their normal work. With a broad base of
technical personnel available within each functional department, people
can be switched among different projects with relative ease.
3. In-depth Expertise: If the scope of the project is narrow and the proper
functional unit is assigned primary responsibility, then in-depth expertise
can be brought to bear on the most crucial aspects of the project.
Disadvantages:
1. Lack of focus: Each functional unit has its own core routine work to do;
sometimes project responsibilities get pushed aside to meet primary
obligations. This difficulty is compounded when the project has different
priorities for different units. For example, the marketing department may
consider the project urgent while the oper- ations people consider it only
of secondary importance. Imagine the tension if the marketing people have
to wait for the operations people to complete their segment of the project
before they proceed.
2. Poor Integration: There may be poor integration across functional units.
Functional specialists tend to be concerned only with their segment of the
project and not with what is best for the total project.
3. Slow: It generally takes longer to complete projects through this
functional arrangement. This is in part attributable to slow response time—
project information and decisions have to be circulated through normal
management channels. Furthermore, the lack of horizontal, direct
communication among functional groups contributes to rework as
specialists realize the implications of others' actions after the fact.
4. Lack of ownership: The motivation of people assigned to the project can
be weak. The project may be seen as an additional burden that is not
directly linked to their professional development or advancement.
Furthermore, because they are working on only a segment of the project,
professionals do not identify with the project.
Give this one a try later!
The entire organization is designed to support project teams. Not all
projects are dedicated project teams, personnel can work part-time on
several projects
Who are project sponsors?
Give this one a try later!
, They play a significant role in the selection and successful implementation
of product innovation projects. They are typically high-ranking managers
who endorse and lend political support for the completion of a specific
project.
What are the environmental forces that contribute to good project managers?
Give this one a try later!
-Accountability
-Flexibility
-Innovation
-Speed
-Continuous improvement
What are the advantages and disadvantages of using existing functional organization
to complete projects
Give this one a try later!
, Advantages:
1. No change: Projects are completed within the basic functional structure
of the parent organization. There is no radical alteration in the design and
operation of the parent organization.
2. Flexibility: There is maximum flexibility in the use of staff. Appropriate
specialists in different functional units can temporarily be assigned to work
on the project and then return to their normal work. With a broad base of
technical personnel available within each functional department, people
can be switched among different projects with relative ease.
3. In-depth Expertise: If the scope of the project is narrow and the proper
functional unit is assigned primary responsibility, then in-depth expertise
can be brought to bear on the most crucial aspects of the project.
Disadvantages:
1. Lack of focus: Each functional unit has its own core routine work to do;
sometimes project responsibilities get pushed aside to meet primary
obligations. This difficulty is compounded when the project has different
priorities for different units. For example, the marketing department may
consider the project urgent while the oper- ations people consider it only
of secondary importance. Imagine the tension if the marketing people have
to wait for the operations people to complete their segment of the project
before they proceed.
2. Poor Integration: There may be poor integration across functional units.
Functional specialists tend to be concerned only with their segment of the
project and not with what is best for the total project.
3. Slow: It generally takes longer to complete projects through this
functional arrangement. This is in part attributable to slow response time—
project information and decisions have to be circulated through normal
management channels. Furthermore, the lack of horizontal, direct
communication among functional groups contributes to rework as
specialists realize the implications of others' actions after the fact.
4. Lack of ownership: The motivation of people assigned to the project can
be weak. The project may be seen as an additional burden that is not
directly linked to their professional development or advancement.
Furthermore, because they are working on only a segment of the project,
professionals do not identify with the project.
