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Technical PM-competences (Fach) / 1.06 Project Organisation (Lektion)

Autonomous project Organisation...

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  • What are the three structual components a project organisation can be divided into? Operational structure (hierachical structure of an organisation incl. parts of the organisation involved, roles and responsibilities, reporting lines etc.) Organisational structre(incl. competences, escalation procedures, interfaces between internal & external teams) Sociological organisation(informal structures, interets, social interaction etc.)  During the definition phase, the form of the project organisation is determined. Roles and responsibilities are defined (coordianted by the project owner and the project manager)
  • Main differences project and permanent organisation Project organisation Temporary - broken up once the project is completed Focus on project objectives Usually staffed from various different departments Permanent organisation Permanent - no changes or rarely, small changes Focuses on task of the company (i.e. marketing, HR, development etc.) Usually composed from experts on the focus task
  • What are the three classical forms of project organisation? Influence or functional project organisation Matrix project organisation Autonomous or pure project organisationOrganisation forms may change over time in large, complex and long-running projects
  • Which decision criterias can be used to decide on the Project Organisation? Importance for the company risk (high/low) time pressue degree of complexity project manager working full or part time project length employees working full or part time external involvment
  • Which three other Project organisations exist besides the classical once? Project company: A legally independent autonomous project organisation that exists only for the duration of a project (e.g. Stuttgart 21) Project oriented organisation: Permanent cross-project structure (e.g. a project management office) Project-based organisation: All value adding activities in the organisation take the form of projects ("managing by projects")
  • Description of an "Influence or functional project Organisation" Professional or disciplinary authority and therefore responsibility regarding the success of the project lies in the line organization Decisions only made within line organization (which might take time) Progress essentially depends on the social comptence and communcation skills of the project manager - project manager is seen as petitioner Cost-effective to set-up, flexible employee ultilisation, littel resistance within the line organisation
  • Description of a Matrix Project Organisation Responsibilites are divided between the line manager (diciplinary authority) and the project manager (professional authority incl. project results) The project manager decides on WHAT and WHEN, but not on the HOW and WHO. All members of the matrix project organisation are flexible and can work on additional projects or on their regular line assignments.
  • Description of an Autonomous Project Organisation Project manager has both professional as well as disciplinary authority(decides on WHAT, WHEN, HOW and WHO) Team members are permanently removed from their usual tasks and fully assigned to the project
  • Project roles Project owner: Commissions the realisation of the project, provides the budget and signs off on all the project's results Steering committe: Acts as a decison-making and escalation body of the project. Project manager: Plans and controls the project and navigates the team using the auhtorities that have been assigend to him/her. Project team: Works on the subject of the project, each project member needs to be aware of his/her role within the project. As soon as the role is clarified, the appropriate tasks, competences and responsibilites/liability (TCR) need to be defined 
  • Project responsibility Matrix (RACI Matrix) Used to visualize the assigned roles and responsibilities R for "Responsible", A for "Accontable" (or Approver), C for "Consulted" and I for "Informed"
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  • Personnel Management (in Project context) Focus in this context is short term achievement of project objectives Key tasks are: Personnel recruitment, development (qualification & training, promotion and termination, fair compensation, increased motivation) and release (at project end)
  • Summary An appropriate project organisation form needs to be chosen (determined by the project owner and the project manager) The project organisation form mainly defines how much authority is given to the proejct manager and how the organisation is embedded in the permanent organisation Once the form of the proejct organisation is defined, the team members get assigned to their roles. A role is defined by tasks, competences and responsibilities (TCR). Once the forms, roles and the TCR are defined, the team members need to be recruited. A learning organisation systematically documents, assesses and implements lessons learned from projects

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