ORGANIZATIONAL CHARTING AND PROJECT PLANNING

Introduction to Organizational Teams

Team can be defined as the process of taking a

collection of individuals with different needs, backgrounds and expertise and transforming them into an integrated, effective work unit.
A simple and effective way is to represent these roles in

a chart so that one can easily and immediately identify the roles played by the stakeholders.

Characteristics of High-performing Project Teams

Satisfaction of individual needs
Shared interest Strong sense of belonging Pride and enjoyment in group activity Commitment to team objectives High trust, low conflict Ease with interdependence

High degree of group interaction and effective orientation

Ability to encourage the development of team members Ability to interface with other organizations

Measuring Project Team Performance

Technical project success according to agreed on plans
On-time performance On-budget performance

Responsiveness

and flexibility to customer requirements and changes Strategic position of the project for future business Ability to stretch beyond planned goals Organizational learning benefitting future projects

Drivers of High Team Performance

Professionally interesting and stimulating work
Recognition of accomplishment Experienced engineering management personnel

Proper technical direction and leadership

Qualified project team personnel Professional growth potential

Barriers of High Team Performance

Unclear project objectives and directions
Insufficient resources Power struggle and conflict

Uninvolved, disintegrated upper management\\

Poor job security Shifting goals and priorities

Organizing the New Project Team

Create a climate for effective team organization
Define

the project organization

and

reporting

relations Charter of the program or project organization Project organization chart Define the project scope and key parameters pertaining to work, timing, resources and responsibilities Staff the project and organize the team

Organizational Charts
Traditional chart- portrays the general framework of

the organization. It is of pyramidal variety. Such charts reflects project-functional interfaces on dotted lines which gives flexibility to managers. Linear Responsibility Chart useful to determine the specificity of individual and collective roles in the organization

Usefulness of Traditional Charts

Provides general framework of the organization
Used to acquaint employees and outsiders with the

nature of organization structure It shows the basic relationships and the groupings of positions and functions Formal lines of authority and responsibility and hierarchy are depicted.

Limitations of Traditional Charts

Fails to show the nature & limits of activities to achieve the

objectives Does not reflect the myriad reciprocal relationships between the peers, associates & many others with common interest in some purpose Most charts are static & become outdated by the time they are published Neglects are informal, dynamic relationships that are constantly at play in the environment It may confuse organizational positions with status and prestige Overemphasizes the vertical role

Linear Responsibility Charts

LRC reveals the work package position couplings in the

organization. LRC is also known as:

Linear organization chart Responsibility interface matrix Matrix responsibility chart Linear chart

Functional chart

Key Elements of LRC

An organizational position An element of work a work package An organizational interface point A legend for describing the specificity of the organizational interface A procedure for designing, developing and operating LRCs for an organization A commitment and dedication on the part of the members of the organization to make LRC process work

Basic Structure of LRC

LRC
Traditional Position Interface Position P Work Package Symbol indicating specific relationship

Work Packages
The work elements of hierarchical levels of the Work

Breakdown structure are called work packages. It has the following characteristics: Work package represents a discrete unit of work at appropriate level of the organization Each work package is clearly distinguished from all other work packages Primary responsibility of completing the work package on schedule and within budget can always be assigned to an organizational unit Work package can be integrated with other work packages at the same level of the WBS

Work packages are:

Level dependent Become increasingly more general at each higher level

Increasingly more specific at each lower level

Work Package/ Organizational Position Interface in LRC

A Approval Approves a work package P Primary responsibility for accomplishment of a work

package R Review reviews output of a work package N Notification notifies the output of a work package O Output receives the output of a work package and integrates it into the work being accomplished I Input provides input to a work package W Work is done accomplishes the actual labor of a work package I* - Initiation initiates a work package

LRC - Example

Developing LRC
Distribute current traditional organizational chart to

key people Develop and distribute blank copies of LRC Get the people together to discuss regarding merits & demerits of traditional chart; concept of WBS and work package; nature of LRC and how it is developed & used; making actual WBS and work package &; fitting of symbols into proper relationship in LRC Encourage an intensive dialogue during the actual making of LRC

Uses of LRC
Portray

formal authority, responsibility and accountability relationships Acquaint new corners of with how things are done in the organization Get the people committed and motivated Bring out real or potential conflicts Permit people to see the big picture how they fit in the organization Facilitate team work Project standards to monitoring by project managers

PROJECT PLANNING

Importance of Project Planning

Project planning is the process of thinking through

and making explicit the objectives, goals and strategies necessary to bring the project through its life cycle to a successful termination when the projects product or service takes its rightful place in the execution of project owners strategies. Project plan and control are interrelated Three plans are interrelated in an enterprise:
Strategic plan
Functional plan Project plan

Conceptual Model of Planning

Vision
Objectives Goals

Strategies
Structure Roles Style Systems Resources

People involved in project planning

Board of directors
Senior management Functional managers

Project manager
Work package manager Professional Simultaneous project planning Concurrent planning

Contents of a project plan

Stages of phases Work packages Activities Milestones Deliverables Reviews Interdependence

Format of a project plan In detail In summary

Elements of Project Master Plan

Overview
brief description of project deliverables milestones expected profitability and competitive impact intended for senior management

Objectives
detailed description of projects deliverables project mission statement

Elements of Project Master Plan General approach

technical and managerial approaches relationship to other projects deviations from standard practices

Contractual aspects
agreements with clients and third parties reporting requirements technical specifications project review dates

Elements of Project Master Plan Schedules

outline of all schedules and milestones

Resource requirements
estimated project expenses overhead and fixed charges

Personnel
special skill requirements necessary training legal requirements

Elements of Project Master Plan Evaluation methods evaluation procedures and standards procedures for monitoring, collecting, and storing data on project performance Potential problems list of likely potential problems

PMs First Job

Understand the expectations that the organization has

for the project. Identify who among senior managers has a major interest in the project. Determine if anything about the project is atypical.

Developing Invitation List

At least one representative from senior management.
Managers from functional areas that will contribute to

the project. Perhaps highly specialized technical experts.

The Launch Meeting

the project will need may brainstorm the problem may develop preliminary plan

Senior management introduces PM PM chairs meeting

develop general understanding of the functional inputs

Important results
scope understood and temporarily fixed

functional managers understand their responsibilities

and have committed to developing the initial plan

Sorting Out the Project

Hierarchical planning process begin with projects objectives list major activities needed to achieve

objectives (level 1 activities) delegate level 1 activities to individuals or functional areas to develop list of level 2 activities degree of detail should be same within a given level

Three Levels of Detail in Hierarchical Planning

The Project Action Plan

Project activities identified and arranged in

successively finer detail (by levels). Type and quantity of each required resource identified for each activity. Predecessors and durations estimated for each activity. Milestones identified. Individual or group assigned to perform the work identified for all activities.

Using the Project Action Plan

Project master schedule created by combining

milestones, durations, and predecessors

used to compare actual and planned performance

Use of templates

Project Planning Considerations and Techniques

Work Breakdown structure Network arrow scheme; node scheme & precedence

diagrams Bar Chart with precedence & without precedence Critical Path Method (CPM) PERT- Path Evaluation and review Technique GERT simulation Graphical Evaluation and review Technique Time/ Cost Analysis Resource Leveling Computer Assistance LRC

Work Breakdown Structure - Process

Each project must be divided into tasks that can be

assigned and accomplished by some organizational unit or individual. These tasks are the performed by specialized functional organizational components. The map of the project represents the collection of these units and shows the project manager many organizational and subsystem interfaces to manage.

Characteristics of effective project schedule

Understandable
Capable of identifying critical work packages Updated and flexible

Substantially detailed
Based on credible time estimates and available

resources Compatible with other organization plans that share common resources

Project Planning Bar Charts

Bars or lines are used to indicate the schedule and

status of each work package in relation to the time scale. A variation of the bar chart is the milestone chart, which replaces the bar with lines, and triangles to indicate project status. A bar does not show work package interdependence and time-resource trade-off.

Steps to develop master schedule

Define the project objectives, goals and overall

strategies Develop WBS Sequence work packages and tasks Estimate cost and time elements Review master schedule with project time constraints Reconcile master schedule with project time constraints Review the schedule as to consistency with cost and technical performance Senior managers approve the schedule

Project Planning Elements

Statement of work (usually forms part of activity list)
Project specification Cost estimate

Financial plan
Functional plan

Essentials of a project plan

Summary of the project method, techniques, deliverables List of tangible and discrete goals WBS

Strategic outlining
Activity network showing the sequence Separate budgets and schedules for individual units Interface plan must particularly being customer oriented Indication of review process to be undertaken A list of key project persons in relation to WBS

Project planning work package

Establish the strategic fit of the project
Develop the project technical performance objective Describe the project through the development of the

project Identify and make provisions for the assignment of the functional work Identify project work packages that will be subcontracted Develop the master and work package schedules Develop the logic networks and relationships of the project work packages

Project planning work package

Identify the strategic issues that the project is likely to

face Estimate the project costs Perform risk analysis Develop the project budgets, funding plans and other resource plans Ensure the development of organizational cost accounting system interfaces Select the organizational design Provide for the project management information system

Project planning work package

Assist the organizational cultural ambience Develop project control concepts, processes and

techniques Develop the project team Integrate contemporaneous state of the art project management philosophies, concepts and techniques Design project administration policies, procedures and methodologies Plan for the nature and timing of project audits Determine who the project stakeholders are, plan for the management of these stakeholders