2-organizaciones restricciones y proyectos (1)

8/13/2019 2-Organizaciones Restricciones y Proyectos (1)

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this is a new chapter

If you want something done right… better hope you’re in the

right kind of organization. All projects are about teamwork—but how your

team works depends a lot on the type of organization you’re in. In this chapter, you’ll learn

about the different types of organizations around—and which type you should look for the

next time you need a new job.

Download at Boykma.Com



Chapter 2

orn ng

unc t me

ternoon

ime to gather status




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organizations, constraints, and projects

Kate is a project expediter right now.

When Kate surfs over to Monster.com, what types of things

do you think she should look for in a new organization?




Chapter 2

What would you look for in your perfect job? Does your wish list look

any ng e a e s

Kate spilled a hot cup of Starbuzz half-caf nonfat latte on her job-hunting checklist. Can

you match the notes she scribbled at the bottom of the page to what’s covered up by

coffee stains?

Kate’s dream job




you are here


Tea m s are organize around projects.

M s s pend ha f the r m e oing ad m n tas s.

roject m anagersestim ate an trac ud g et an sc ed u e.




36 Chapter 2

organize your world




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This is just one way to

think about it.




Chapter 2

They’re actually pretty similar. A project expediter is somebody

who keeps track of status but has no decision-making authority on a

project at all. A project coordinator is someone who does pretty much

the same thing, but does get to make some of the minor decisions

on the project without having to run them by the functional manager.

Coordinators usually report to somebody who is pretty high up in

the organization, while expediters are more like assistants to the

functional manager. Both of them usually exist in weak-matrix or

functional organizations.

Think of a major bookkeeping project being run by the Admin

responsible for what happens to it. If a project manager is called

in to help out, she’s just there to keep things straight for the Admin

department manager. The team is made up of people who already

report to the Admin manager, so nobody questions his authority.

That’s an example of a functional organization.

Contrast that with the way the bookkeeping project would be run if a

consulting company that specialized in bookkeeping were contracted

to do it. They would assemble a team of bookkeepers and assign

a project manager to lead them. When the project was over, the

team would dissolve, and the team members would go join otherteams working for other project managers. That’s how a projectized

organization works. The team is organized around a project and not

around a job function.

Since project managers don’t have much authority in a

functional organization, it’s hard to have as much impact in a

functional organization as you would in a matrixed or projectized one.

Of course, you can be good at your job in any kind of organization.

But, for your company to really get the most out of having project

managers on staff, it really pays for them to look into changing theway they balance power. The project managers who are accountable

for project success or failure should also have the chance to

influence the team, budget, and schedule for those projects.

When you’re taking the PMP exam, if you see a question that

mentions a PM, then you should assume that the question is asking

about a matrix organization if it doesn’t say up front which kind of

painted in a negative light because they tend to give less authority to

project managers.

ho’s in charge?

unctona

organization. Project managers have the power in a

projectized organization.

a queston on t e exam oesnt state an organzat on

type, assume it’s referring to a matrix organization.

That means the PM is responsible for making budgets,

assgnng tas s to resources, an resovng con cts.

roect coor nators an expe ters ont exst n a

projectized organization.

proect expe ter eeps trac o proect status ony.

A project coordinator has some authority, and usuallyreports to someone higher up in the company. Neither

role has as much power or authority as a real project

manager, even t oug an expe ter or coor nator may

ave roect anager wr tten on t er usness car s.




you are here 39


Here are a few excerpts from some of Kate’s job interviews. Can you figure out what kind of

organization each interviewer is representing?

We’re looking for someone who can work with our development manager

to deliver our products on time. We have a good programming team;

they just need a little encouragement to meet their deadlines. You’ll be

expected to keep really good status meeting notes. If you run into any

trouble with the team, just kick it back to the Dev Manager, and she’ll

address the problem.

Matrix Projectized

We need someone who can manage the whole effort, start to finish. You’ll

need to work with the client to establish goals, choose the team, estimate

time and cost, manage and track all of your decisions, and make sure you

keep everybody in the loop on what’s going on. We expect the project to

last six months.

Matrix Projectized

We have a project coming up that’s needed by our customer service

team. The project is a real technical challenge for us, so we’ve assembled

a team of top-notch programmers to come up with a good solution. Weneed a project manager to work with the programming manager on

this one. You would be responsible for the schedule, the budget, and

managing the deliverables. The programming manager would have the

personnel responsibilities.

Matrix Projectized

Most of the work you’ll be doing is contract work. You’ll put together three

different teams of software engineers, and you’ll need to make sure that

they build everything our customer needs. And don’t forget: you’ve got to

stay within budget, and it’s got to be done on time! It’s a big job, and it’syour neck on the line if things go wrong. Can you handle that?

Matrix Projectized




40 Chapter 2

Here are a few excerpts from some of Kate’s job interviews. Can you figure out what kind of

organization each interviewer is representing?

We’re looking for someone who can work with our development manager

to deliver our products on time. We have a good programming team;

they just need a little encouragement to meet their deadlines. You’ll be

expected to keep really good status meeting notes. If you run into any

trouble with the team, just kick it back to the Dev Manager, and she’ll

address the problem.

Matrix Projectized

We need someone who can manage the whole effort, start to finish. You’ll

need to work with the client to establish goals, choose the team, estimate

time and cost, manage and track all of your decisions, and make sure you

keep everybody in the loop on what’s going on. We expect the project to

last six months.

Matrix Projectized

We have a project coming up that’s needed by our customer service

team. The project is a real technical challenge for us, so we’ve assembled

a team of top-notch programmers to come up with a good solution. Weneed a project manager to work with the programming manager on

this one. You would be responsible for the schedule, the budget, and

managing the deliverables. The programming manager would have the

personnel responsibilities.

Matrix Projectized

Most of the work you’ll be doing is contract work. You’ll put together three

different teams of software engineers, and you’ll need to make sure that

they build everything our customer needs. And don’t forget: you’ve got to

stay within budget, and it’s got to be done on time! It’s a big job, and it’syour neck on the line if things go wrong. Can you handle that?

Matrix Projectized

interviewing with different organization types




you are here 41





42 Chapter 2

operational amplifier




you are here 43





44 Chapter 2

Kate can do better




you are here 45


What would you do to fix this problem?




46 Chapter 2

constrained optimism




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Can you figure out the constraint that’s causing the biggest headache for the project manager in

each of these scenarios?

About halfway through the project,

the PM realized that the money was

running out faster than expected. She

went through the schedule to try to

find ways to move up the deadline.

The project manager didn’t take software

license fees into account, which caused

the budget to balloon out of control.

A construction project manager assumed

that the weather would cooperate with

the plans to complete the job, but

thunderstorms have derailed the project.

The company didn’t have enough money

to invest in the project, so they had to

draft people from other departments to

work part time to get the job done.

The project was running late, so the project

manager decided to release it on time even

though it was missing some of its features.

The team wanted to add more testers

to find defects, but the project manager

overruled them.




48 Chapter 2

constraints affect each other

Can you figure out the constraint that’s causing the biggest headache for the project manager in

each of these scenarios?

About halfway through the project,

the PM realized that the money was

running out faster than expected. She

went through the schedule to try to

find ways to move up the deadline.

The project manager didn’t take software

license fees into account, which caused

the budget to balloon out of control.

The project was running late, so the project

manager decided to release it on time even

though it was missing some of its features.

The team wanted to add more testers

to find defects, but the project manager

overruled them.

A construction project manager assumed

that the weather would cooperate with

the plans to complete the job, but

thunderstorms have derailed the project.

The company didn’t have enough money

to invest in the project, so they had to

draft people from other departments to

work part time to get the job done.

These are the answers we thought fit best!




you are here 49


Some project managers focus on Cost, Scope, and Time as

the main constraints of a project. But just thinking about those three

constraints doesn’t give a clear picture of all of the constraints you

need to account for when planning a project. The important thing

here is to understand that Cost, Time, Scope, Quality, Risk, and

Resources are all related to each other. You need to pay attention to

all of them and if you manage your project in favor of one of them, it

will affect the others.

No, that’s an old (and somewhat cynical) project management

saying. When a project manager says it to a customer or stakeholder,

what he is saying is that there’s no way to reduce cost, shorten the

schedule, and increase quality all at the same time. At least one

of those things absolutely has to give… but the saying is a little

disingenuous! We already know that all six of the constraints are

related to each other, and there’s almost never an easy, obvious

trade-off where you can sacrifice one to improve the others.

Whenever you are making a change that affects the project

constraints, you need to be sure that the change is acceptable to

. They’re the people who will be impacted by your

project. The term applies to your team, your customer, your sponsor,

and anybody else who is affected by the change.

A lot of project management is about evaluating what a change is

going to do to your project constraints, and using that impact analysis

to help stakeholders make choices about what to do when changes

come up. Sometimes a change that affects the quality of your product

is completely unacceptable to your stakeholders, and they wouldrather delay the project than sacrifice the product’s quality.

Think of it this way: sometimes a project might have really

good overall outcome for your company, but it might make some

of the people who are impacted by it uncomfortable. (Here’s a

quick example: think about another project manager who won’t

get to use the resources he planned on because they’re taken up

by your project.) Change can be really hard for people to adapt to,

and sometimes your stakeholders are not going to be happy about

changes that your project is making. It’s important to know how

negative stakeholders feel and understand why they’re resistant to

your project.

You need to identify and manage the expectations of all of the

stakeholders who have influence over your project if you’re going

to succeed. So don’t take it personally if there are people out there

opportunity to find out what your project can do to get buy-in from the

negative stakeholders out there.

Today’s negative stakeholders can become tomorrow’s

if you make sure their needs are met. By listening to

them, taking their needs into account, and making changes to yourproject so that those needs are satisfied, those previously negative

stakeholders will feel good about what you’re doing... and they’ll

often become your closest allies in the future.




Chapter 2

tart n say

setting project goals




you are here 51





Chapter 2

exercise solutions

Kate spilled a hot cup of Starbuzz half-caf nonfat latte on her job-hunting checklist. Can

you match the notes she scribbled at the bottom of the page to what’s covered up by

coffee stains?




you are here


Tea m s are organ zed around projects.

M s s pend ha f t e r m e oing ad m n tas s.

ro ect m anag ers esti m ate and trac

bud get and sc edu e.




54 Chapter 2

exam questions

Quality A.

ScaleB.

TimeC.

CostD.

Quality A.

ResourceB.TimeC.

D. Cost

Building a purchase order system for accounts payable A.

Submitting weekly purchase orders through a purchase order systemB.

Deploying weekly anti-virus software updatesC.

Yearly staff performance evaluationsD.

A.

Appeal to the accountant’s manager and ask to have him required to take trainingB.

Get a special dispensation so that the accountant doesn’t have to go to the trainingC.

Work with him to understand his concerns and do what you can to help alleviate them withoutD.

compromising your project

Resource List A.

Stakeholder Register B.

C.

Project PlanD.




you are here 55


Project Plan A.

Project Charter B.

Portfolio Charter C.

Program Charter D.

Project Plan A.

Project Charter B.

Portfolio Charter C.

Program Charter D.

A.

Weak MatrixB.

Strong MatrixC.

ProjectizedD.

A.

Weak MatrixB.

Strong MatrixC.

ProjectizedD.




56 Chapter 2

exam answers

Scale is not a project constraint. The constraints are Scope, Time, Cost, Quality, Resource, and Risk.

There is no mention of the project being late or missing its deadlines in the example. The project was over

budget, which affects the project’s cost. The project won’t meet the stakeholder’s requirements, which is a

quality problem. And the staff was more expensive than planned, which is a resource problem.

Building a purchase order system for accounts payable is a project. It’s a temporary effort that has a unique

result.

When a stakeholder is negatively impacted by your project, you need to manage his expectations and help

him to buy into your project.

The stakeholder register is where you identify all of the people who are impacted by your project.

A program is a group of projects that should be managed together because of interdependencies. A

A portfolio charter will give the business goal that a group of projects and programs will accomplish as part

of a portfolio.




you are here 57


Since the project manager has to ask permission from the functional manager and can’t overrule him, she’s

working in a functional organization.

The Project Manager in this scenario can overrule the functional manager, so she’s working in a Strong Matrix

organization. If it were a projectized organization, she wouldn’t have to get permission from the functional

manager at all because she’d be the person with authority to assign resources to projects.


2-organizaciones restricciones y proyectos (1)

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