Session run at Southampton University Business School Fall 2014

1. MANG6311 Project Management People
Dr. Ian Cammack
i.j.cammack@soton.ac.uk
MSc Project Management

2. Module Objectives
• Demonstrate knowledge of traditional and contemporary approaches to
the management of organisational aspects of projects.
• Understand the roles of project leader and manager and their required
competencies.
• Appreciate the value of effective teamwork, participative approach and
stakeholders’ management in projects.
• Demonstrate understanding of the impacts of organisational dynamics
on project success or failure.

3. Topics

4. Module Tutors
• Module Convenor & Module Assessor:
– Ramesh Vahidi
• Weeks 1-6
– Dr. Ian Cammack
– i.j.Cammack@soton.ac.uk
• Weeks 7-15
– Ramesh Vahidi
– R.Vahidi@soton.ac.uk

5. Definition of Behaviour
‘the way in which an animal or person behaves in response
to a particular situation or stimulus’
(http://oxforddictionaries.com/definition/behaviour)
‘A response of an individual or group to an action,
environment, person or stimulus’
(http://www.businessdictionary.com/definition/behavior.html)

6. What is Organisational Behaviour?
‘the study and understanding of individual and group behaviour, and
patterns of structure in order to help improve organisational
performance and effectiveness.’ (Mullins, 2010, p3)
‘concerned with how formal organisations, behaviour of people within
organisations, and salient features of their context and environment,
evolve and take shape, why all these things happen the way they do,
and what purposes they serve.’ (Buchanan & Huczynski, 2012, p6)
‘the study of what people think, feel and do in and around
organisations.’(McShane & Von Glinow, 2009, p4)

7. Psychology Sociology
Anthropology
Politics

8. The Definition of a “Project”
– Programme - an exceptionally large, long-range objective that
is broken down into a set of projects
– Project
– Product / Deliverable – corner stone to understanding what
we have to deliver
– Work Packages - division of product focused on one element
of the product
– Task - division of work packages focused on specific activity

9. Programme: The World CupProject: The Opening CeremonyProduct: CostumesWork Package: DesignActivity: Sketching Ideas

10. High-level Project Organization Chart
Executive Leadership
Project Leadership
Sponsor
Advisory or Steering
Team
Project
Leader
Project
Manager
Champion for the project. Provides high-
level direction, authority, and resources.
Removes roadblocks.
Supports the Sponsor & Project Leader.
Provides high-level direction and input.
Provides process expertise, tracking and
reporting.
Provides day-to-day leadership for
planning, implementation, and
closing. Resolves issues and escalates
when needed.
Project Work
Teams
Core Team
Functional
Team
Provides subject matter expertise and functional/subject matter expertise,
ownership, leadership, and accountability for assigned project results.
Provides leadership of the day-to-day
activities of the project in support of
the planning and implementation of
the project plan.
Change and/or
Communications
Team
Functional
Team
Functional
Team
Consider the impact on people as a
result of the project or project results
to determine need for this team.
Project Resources Critical resources that can be brought
in as subject matter experts as
needed.

11. Customers Client
End Use
Provides leadership of the customers
/ users of the project
Senior Users
End User End Use
Key role in defining the user
requirements and accepting the
delivered products.
Will be part of the project control
board

12. Key Roles & Responsibilities
Project Sponsor
Has ultimate authority and responsibility for
the project
• Provides funding for the project (initial funding, additional funds)
• Approves changes to scope, as required
• Removes obstacles that prevent the project from moving forward
• Approves Project Charter and subsequent documentation
• Provides updates to executive management
• Resolves issues escalated by the project manager and/or core team
Advisory or Steering Team
Supports the Sponsor & Project Leader
• Provides high-level direction and input
• Provides subject matter input
• Helps support the resource needs
• Helps communicate the project benefits, etc.
Project/Functional Leader
Provides subject matter expertise and
functional ownership and accountability for
project results
• Develops the Project Charter and any other documentation in collaboration with the
project team and resource managers for approval by the sponsor(s)
• Ensures all given objectives and responsibilities of the team are properly documented
and approved on the Roles Matrix
• Leads core team meetings
Project Manager
Responsible for planning, organizing,
managing, controlling and communicating on
all phases of a project
• Facilitates the development of the Project Charter and any other documentation in
collaboration with the project team and resource managers
• Ensures all given objectives and responsibilities of the team are properly documented
and approved on the roles matrix
• Facilitates the identification of project resource requirements and works with resource
managers and the project leader to construct project teams
• Facilitates regular core team meetings to review issues, project risks, and monitor project
progress
• Creates regular status reports and distributes to project team

13. Key Roles & Responsibilities
Core Team Members
Provides day-to-day leadership for the
planning, implementation, and closing of a
project
• Resolves issues and escalates when required
• Manages individual sub teams
• Meets regularly to review issues and monitor project progress
• Provides status updates on open action items
• Manages project issues and risks
Functional Team Leader
Manages the sub team and pursues the
team’s given objectives (i.e. project tasks)
• Serves on the Core Team
• Provides regular status updates to the Project Manager/Leader, estimated time to
completion, cause of variances, etc., as defined by the project
• Attends and actively participates in project team meetings
• Contributes to overall project objectives and specific team deliverables
• Coordinates team activities related to project schedule
Team Member
Responsible for contributing to overall project
objectives and specific team deliverables
• Contributes to project schedule development in collaboration with Project
Leader/Manager/Lead
• Performs assigned activities once the schedule is approved
• Communicates project risks and escalates issues to team lead
• Attends and actively participates in team meetings
Project Resource
Responsible for providing subject matter
expertise as needed
• Contributes subject matter expertise and input as needed throughout the project
• Implements assigned deliverables/tasks

14. Source: Zenger et al 2011 p.

16. How to organise your actors?

17. Organisational Structures
“the formal system of task and reporting relationships that controls,
co-ordinates and motivates employees so that they work together
to achieve organisational goals.”
(Buchanan & Huczynski, 2010, p453)
“the division of labour as well as the patterns of coordination,
communication, workflow and formal power that direct
organisational activities.”
(McShane & Von Glinow, 2009, p255)

18. Components of Organisational Structures
– Way people are grouped into teams & departments
– Way activities and responsibilities are allocated
– Lines of reporting from subordinate to boss and
number of subordinates that report to any one boss
– Lines of communication between employees
– Monitoring of performance and design of reward
system.
(Knights & Willmott, 2007, p197)

19. Functional Organizations
Source: Larson & Gray (2011)

20. Project Management Structures:
Functional organization
• Different segments of the project are delegated to respective
functional units.
• Coordination is maintained through normal management channels.
Source: Larson & Gray (2011)

21. Functional Organization of Projects
• Advantages
1. No Structural Change
2. Flexibility
3. In-Depth Expertise
4. Easy Post-Project Transition
• Disadvantages
1. Lack of Focus
2. Poor Integration
3. Slow
4. Lack of Ownership
Source: Larson & Gray (2011)

22. Dedicated Project Team
Source: Larson & Gray (2011)

23. Project Management Structures: Dedicated
Teams
• Organizing Projects: 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.
Source: Larson & Gray (2011)

24. Project Organization: Dedicated Team
• Advantages
1. Simple
2. Fast
3. Cohesive
4. Cross-Functional
Integration
• Disadvantages
1. Expensive
2. Internal Strife
3. Limited Expertise
4. Difficult Post-Project
Transition
Source: Larson & Gray (2011)

25. Matrix Organization Structure
Source: Larson & Gray (2011)

26. Project Management Structures: Matrix
Structure
– Hybrid 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 project 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.
Source: Larson & Gray (2011)

27. 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 Why will the task be done? How will the project involvement
to do the task? impact normal functional activities?
How well has the total project Is the task satisfactorily How well has the functional
been done? completed? input been integrated?
Source: Larson & Gray (2011)

28. Project Organization: Matrix Form
• Advantages
1. Efficient
2. Strong Project Focus
3. Easier Post-Project
Transition
4. Flexible
• Disadvantages
1. Dysfunctional Conflict
2. Infighting
3. Stressful
4. Slow
Source: Larson & Gray (2011)

29. Choosing the Appropriate PM Structure
• Organization 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?
• 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
Source: Larson & Gray (2011)

30. Boddy (2002)
Diagnosingthechange

31. Threats Opportunities
Core Senior management pressure
Penalty of failure severe
Heavy responsibility
Career visibility
Rewards of success
Resources allocated
Novel Failure to find solution
Cost & time over-run
Someone gets there first
Resources underestimated
Boost to career
Track record
Loose budget
Result hard to compare
Rapid Pressure for quick results
Corner cutting
Indirect aspects ill
considered
Loose budget
New job soon
Controversial Differences hard to manage
Information distorted
Significant resistance
More credit for success
Backing from winning side
Boddy (2002) p. 21

32. Also ….

33. Informal Organisation:
• Spontaneous, emotional dynamic.
• Influence based on personality, power, bottom-down.
• Control through physical or social sanction (norms).
• Communication is through the grapevine.
• Networks are poorly defined and cut across regular channels.
• Relationships arise spontaneously.
• Interaction is based on personal characteristics.

34. The Psychological Contract
‘Series of mutual expectations and satisfaction of needs arising from the
people-organisation relationship … not part of the formal agreement
but have an important influence on behaviour.’
(Mullins, 2010, p14 – 17)
The expected exchange of values that encourages an individual to work
for the organisation and motivates the organisation to employ the
person.’
(French, Rayner, Rees & Rumbles, 2008, p20)

35. The Psychological Contract
Employer Expects Employee Expects
Work hard Pay commensurate with performance
Uphold company reputation Opportunities for training and development
Maintain high levels of attendance and punctuality Opportunities for promotion
Show loyalty to the organisation Recognition for innovation or new ideas
Work extra hours when required Feedback on performance
Develop new skills and update old ones Interesting tasks
Be flexible e.g. taking on a colleague’s work An attractive benefits package
Be courteous to clients and colleagues Respectful treatment
Be honest Reasonable job security
Come up with new ideas Pleasant and safe working environment

36. Employer Expects Employee Expects
Work hard Pay commensurate with performance
Uphold company reputation Opportunities for training and development
Maintain high levels of attendance and punctuality Opportunities for promotion
Show loyalty to the organisation Recognition for innovation or new ideas
Work extra hours when required Feedback on performance
Develop new skills and update old ones Interesting tasks
Be flexible e.g. taking on a colleague’s work An attractive benefits package
Be courteous to clients and colleagues Respectful treatment
Be honest Reasonable job security
Come up with new ideas Pleasant and safe working environment