1. Information Technology Project Management
Sections of this presentation were adapted from A Guide to the Project Management Body of Knowledge 4th
Edition, Project Management Institute Inc., © 2008 & A Guide to the Project Management Body of
Knowledge 5th Edition, Project Management Institute Inc., © 2013 & Information Technology Project
Management
Jack T. Marchewka 2006 John Wiley & Sons,

2. Organization Structure & Stake Holder &
Human Resources Management During
Projects

3. Learning Objectives
 Describe the three major types of formal organizational
structures: functional, pure project and matrix.
 Discuss the advantages and disadvantages of the functional,
pure project and matrix organizational structures.
 Describe the informal organization.
 Understand Motivation Theories
 Understand Stake Holder Management
 Describe the difference between a work group and a team.

4. The Formal Organization
Advantages
 Increased flexibility
 Breadth and depth of
knowledge and experience
 Less duplication
Disadvantages
 Determining
responsibility
 Poor response time
 Poor integration
The Functional Organization

5. The Functional Organization

6. The Formal Organization
Advantages
• Clear authority and
responsibility
• Improved
communication
• High level of
integration
Disadvantages
• Project isolation
• Duplication of efforts
The Project Organization

7. The Project
Organization

8. The Matrix Organization
Organize people in terms of specialties
• Matrix of projects and specialist groups
• People from different departments allocated to software
development, possibly part-time
Formal Organization

9. Forms
• Balanced matrix
• Functional matrix
• Project matrix
Advantages
• High level of integration
• Improved communication
• Increased project focus
Disadvantages
• Higher potential for conflict-
Individuals have multiple bosses
• Poorer response time
• Difficult to control a project’s
progress
The Matrix Organization

10. While the formal organizational structure
describe how individuals or groups within an
organization
should be related to one another, it does not tell
us how they are actually related to one another.
Which Organizational Structure Is Best?

11. The Informal Organization
 No formal lines of communication & authority.
 Power is determined by how well one is
connected in the informal network.

12. The Informal Organization
Stakeholders –Individuals, groups or
organizations with a stake/claim in project’s
outcome
Stakeholder Analysis Basically:
To think all the people who are affected by
your work, who have influence or power over
it, or have an interest in its successful or
unsuccessful conclusion.

13. The Informal Organization
Stakeholder Analysis
 Develop list of stakeholders with an interest in the
project
 Identify their interest in project
 Gauge their influence over project
 Define a role for each stakeholder
 Identify an objective for each stakeholder
 Identify strategies for each stakeholder

14. Identify Stakeholders
Project Charter
Enterprise
Environmental
Factors
Organizational
Process Assets
Procurement
Documents
Stakeholder
Register
Stakeholder
Management
Strategy
 Stakeholder analysis
 Expert Judgment
 Meetings
Tools & Techniques
Plan Stakeholder
Management
Manage
stakeholder
Engagement
Control
stakeholder
Engagement
Identify
Stakeholders
Inputs
Outputs
Project stakeholders are individuals, groups, or organizations who may affect,
be affected by, or perceive themselves to be affected by a decision, activity, or
outcome of a project

15. Plan Stakeholder Management
Stakeholder
management
plan
Project documents
updates
 Expert judgment
 Meetings
 Analytical techniques
Tools & Techniques
Plan Stakeholder
Management
Manage
stakeholder
Engagement
Control
stakeholder
Engagement
Identify
Stakeholders
Inputs
Outputs
Project management
plan
Stakeholder register
Enterpriseenvironmen
tal factors
Organizational
process assets

16. Manage Stakeholder Engagement
 Communication methods
 Interpersonal skills
 Management skills
Tools & Techniques
Plan Stakeholder
Management
Manage
Stakeholder
Engagement
Control
stakeholder
Engagement
Identify
Stakeholders
Inputs Outputs
Stakeholder management
plan
Communications
management
plan
Change log
Organizational process
assets
Issue log
Change requests
Project management plan
updates
Project documents updates
Organizational

17. Power/Interest Grid for Stakeholder
Prioritization
http://www.mindtools.com

18. Position Stake Holders
http://www.stakeholdermap.com/

19. Control Stakeholder Engagement
 Information management
systems
 Expert judgment
 Meetings
Tools & Techniques
Plan Stakeholder
Management
Manage
Stakeholder
Engagement
Control
Stakeholder
Engagement
Identify
Stakeholders
Inputs
Outputs
Project management
plan
Issue log
Work performance
data
Project documents
Work performance
information
Change requests
Project management plan
updates
Project documents updates
Organizational

20. The Project Team
The Roles of the Project Manager
• Managerial role
• Leadership role
Attributes of a successful project manager
• ability to communicate with people
• ability to deal with people
• ability to create and sustain relationships
• ability to organize

21. Why Human Resources Management is Important?
Clearly defined roles and responsibilities are essential for the
successful project
Roles and responsibilities are assigned to one of six groups
1. Project Sponsor
2. Senior Management
3. Project Team
4. Stakeholders
5. Functional Manager
6. Project Manager
Human Resources Management

22. Common Responsibilities
Project Sponsor
Accept the product
Provide key dates
Risk threshold
Senior Management
Provide planning time
Prioritize projects
Prioritize triple
constraint
Issue project charter
Protect the project
Project Team
Perform work tasks
Manage stakeholders
Define quality
Review project performance &
correct

23. Common Responsibilities
Stakeholders
 Approve project changes
 Verify Scope
 Become risk owners
Functional Manager
 Assigns individuals to team
 Assist with team member
performance issues
 Notify PM of other project
resources demands
Project Manager
 Integrate project components
 In charge of project (not necessarily resources)
 Accountable for project failure
 Measure performance and act
 Does NOT sign the project charter

24. How to Manage Human Resources?
There are four processes
• Develop Human Resources Plan
• Acquire Project Team
• Develop Project Team
• Manage Project Team
Develop Human
Resources Plan
Acquire Project
Team
Develop Project
Team
Manage Project
Team

25. Develop Human Resources Plan
Enterprise
Environmental
Factors
Organizational
Process Assets
Project
Management
Plan
Roles and
ResponsibilitiesOrganizational charts and
position descriptions
Networking
Organizational theory
Inputs OutputsTools & Techniques
Project
Organizational
Charts
Staffing
Management Plan
Develop Human
Resources Plan
Acquire Project
Team
Develop Project
Team
Manage Project
Team
Inputs
Outputs

26. Develop Human
Resources Plan
Acquire Project
Team
Develop Project
Team
Manage Project
Team
Inputs
Outputs
Acquire Project Team
Enterprise
Environmental
Factors
Organizational
Process Assets
Roles and
Responsibilities
Project Staff
AssignmentsPre-assessment
Negotiation
Acquisition
Virtual teams
Inputs OutputsTools & Techniques
Resource Availability
Staffing
Management Plan
Updates
Project Org
Charts
Staffing
Management
Plan

27. Develop Project Team
Project Staff
Assignments
Staffing
Management Plan
Resource
Availability
General management skills
Training
Teambuilding activities
Ground rules
Co-location
Recognition and rewards
Inputs
Outputs
Tools & Techniques
Team
performance
assessment
Develop Human
Resources Plan
Acquire Project
Team
Develop Project
Team
Manage Project
Team
Inputs
Outputs

28. Manage Project Team
Organizational Process
Assets
Project Staff
Assignments
Roles and
Responsibilities
Observation and
conversation
Project performance
appraisals
Conflict management
Issue log
OutputsTools & Techniques
Requested
Changes
Project Org Charts
Staffing
Management Plan
Team Performance
Assessment
Work Performance
Information
Performance
Reports
Recommended
Corrective Actions
Recommended
Preventive Actions
Organizational
Process Assets
Updates
Project
Management
Plan Updates
Develop Human
Resources Plan
Acquire Project
Team
Develop Project
Team
Manage Project
Team
Inputs
Outputs

29. Power and Leadership
Powers of PM
(Order of Effectiveness)
 Expert
 Reward
 Referent
 Formal (legitimate)
 Penalty (coercive)
 Leadership Styles
 Directing
 Facilitating
 Coaching
 Supporting
 Autocratic
 Consultative
 Consensus

30. Motivation
Poor motivation often leads to:
• Increased absenteeism
• Increase in the effect of sickness
• Lower commitment to tasks
• Project timescale slippage
• Reduction in Product Quality

31. Motivation - Maslow
Hierarchy of needs
• Physiological needs – air, food, water
• Safety needs – protection, security
• Social needs – group interaction
• Ego needs – the desire for esteem
• Self fulfilment needs – realisation of the self image

32. Motivation - Taylor
 Taylor was associated with what has become known
as 'scientific management'.
 Taylor looked at how to find the most productive way
of doing manual tasks- division of labour
 Taylor believed that monetary reward was an
important motivating factor.
 Increase in salary could simply be used to increase
rates of output.

33. Motivation - McGregor
Theory X:
 People are inherently lazy and
 People will avoid work if they can
and
 People they inherently dislike work
 People tend to avoid responsibility
Theory Y:
 Employees can be self-motivated
and exercise self-control
 Work is natural
 There are other ways of motivating
workers
 Humans can learn to accept and
seek responsibility
 Humans have a capacity for
imagination and creativity

34. Motivation - Herzberg
Motivation
Motivated people to work harder
 Achievement
 Recognition
 Work
 Responsibility
 Advancement
Hygiene
 Company Policy and
Administration
 Supervision
 technical
 interpersonal relationships
 Salary
 Working conditions
 Security
 Recognition
 Personal Growth
When employees are satisfied makes employees happy?
When employees are dissatisfied at work, what makes them
unhappy?

35. The Project Team
Team Selection and Acquisition
• Skills desired in team members
– technology skills
– business/organization skills
– interpersonal skills
• Size of team
• Source of team members

36. The Project Team
Team Performance
• Work Groups
– Members interact to share information, best
practices, or ideas
– No shared performance goals (individual
performance)
– No joint work-products
– No mutual accountability
– Viable in many situations

37. The Project Team
Team Performance
• Real Teams
– Team basics
• Small number of people
• Complementary skills
• Commitment to a common purpose and
performance goals
• Commitment to a common approach
• Mutual accountability

38. Teams vs. Groups
A team is not just a group of people
working together.
A team is not a team because someone
says they’re a team.
Teamwork is about values not about team
performance.

39. The Project Team
• Real Teams
– Common sense findings:
• Teams flourish on a demanding performance
challenge
• Team basics are often overlooked
• Most organizations prefer individual
accountability to team accountability
– Uncommon sense findings
• Strong performance goals spawn more real
teams
• High performance teams are rare
• Real teams provide basis of performance
• Teams naturally integrate performance and

40. Important to Notice
Teams are usually artificial entities – you don’t
get to choose who you work with
Understanding team dynamics, roles and
motivation factors will help you work better
with team members

41. The Project Environment
 A place to call home
 Technology support
 Office supplies
 Culture

42. Conflict Managements
There are Five Conflict Resolution Modes
• Withdraw
• Smoothing
• Compromising
• Forcing
• Problem Solving
Temporary Only –
No Resolution
Provide Resolution

43. Each conflict situation is unique and the choice
of an approach to resolve conflict depends on these things:
 Type of conflict and its relative importance to the project.
 Time pressure to resolve the conflict.
 Position of power or authority of the parties involved.
 Whether the emphasis is on maintaining the goals or
objectives of the project or maintaining relationships.
Selecting the Best Approach