Week 9 Org Structures - Maturity

PRINCIPLES OF PROJECT MANAGEMENT
PROJ6000
Module 5 - Week 9
Master of Global Project Management

Torrens University Australia
Connect Information
Lecturer Name: Luke Webster

Lecturer Contact Details
Vital information: “Ask the Facilitator” Forum
E-mail: [email protected]
Best and preferred Connecting platforms
• Subject Related: “Ask the Facilitator” Forum

(Or obviously, in live collaborate sessions)
• Personal Issues: [email protected]
Not: “my messages” on Blackboard

Course Details
Course Name & Code: Principles of Project Management – PROJ6000
Course
Teaching Period:details
Trimester 2, 2022
Lecturer: Luke Webster

Live online collaborate sessions : Tuesday 6:30pm
Classroom: Online
Assessment Information
Assessment Component Points Due Date – by 11.55PM

Assessments Information
Assessment 1 - Project Management 25 Opens 30th May – Close 26th June 2022
Lifecycle (PML) opinion post and peer
response
Assessment 2 - Individual report: 35 10th July 2022

PMBoK versus PRINCE2 or Agile in
contemporary projects
Assessment 3 – Project Charter 40 14th August 2022 (End of week 11)

development
Total Points 100
Subject Structure
1.Module 1 – Introduction and Project Management Competencies

2.Module 2 – Project Selection Methods and Initiation Processes
3.Module 3 – Project Management Methodologies
4.Module 4 – Project Management Knowledge Areas
5.Module 5 – Project Success and Failure
6.Module 6 – Project Leadership and Subject Review
Module 5:
Project Success and
Failure
11/23/19
Last Session
1. Continue Project Management Knowledge Areas (PMBOk)
2. Project Cost Management
3. Project Quality Management
4. Project Resource Management
5. Project Communication Management
6. Project Risk Management (Quick Review)
7. Project Procurement Management
8. Project Stakeholder Management
9. Project Integration Management
11/23/19
Week 9 Lecture Structure
1. Types of Organisational Structures (Project Management Perspective)
I. Functional Structure
II. Matrix Organisational Structures
III. Projectized Organisational Structures
2. Influences on Organisational Structures
3. Project Management maturity
4. Project Success
5. Minimising Project Failure
11/23/19
Organizational Structures
Types of Organizational Structures
Functional Organization
Functional Manager
• May be department heads
• Large role in deciding how
project work is done
• Negotiate with PMs to assign
members to project
• Balance of power between FMs
and PMs
Matrix Organization
Matrix Structures
Matrix Organization
• Project manager and functional manager share authority
• Team members report to both managers
Balanced Matrix Organization Strong Matrix Organization
Weak Matrix Organization

Projectized Organization
Project Manger
• The focal point of the project
• Leads the planning, executing,
and closing of the project
• Responsible for the project
schedule
• Responsible for delivering
project results
Influence of Organisational
Structure on Projects
Project Management Maturity Model
Project Management Maturity Model
Level 1. Initial process. Individualized.
Level 2. Repeatable process. Localized standards
Level 3. Organizational infrastructure.
Organizational process, policies, standards and
Methodologies.
Level 4. Instilled PM disciplines and
institutionalized processes. Consistent project
outputs with reduced level of risk, higher certainty
and realization of benefits.
Level 5. Optimized and continuous process
improvement. Delivering the business strategy and
adding value.
Project Success or Failure
11/23/19
Is this a Success or Fail project?
11/23/19
How can we
measure project
success?
11/23/19
Aspects to consider, minimizing
project challenges, or Failure?
• Stakeholder support and • Small milestones, proper planning,
commitment with common language accountability and ownership
• User involvement • Good communications
management
• Project management training
• Good stakeholder management
• Clear business objectives
• Understanding the organisational
• Minimised scope
constraints
• Standard software infrastructure • Dedicated and experienced team
• Firm basic requirements members
• Formal methodology and process • Good technical skills
• Reliable estimates • Risks defined and managed
• Motivated and responsive team
Project Success
• Project success is a vital component of

business success!
• Traditionally, success would be measured
solely based on the triple constraint.
• But, in today’s changing environment,
projects and
people must be adaptable and flexible
enough to focus on value creation.
• There is something bigger than just
delivering the
outputs of the project.
Measuring project success
Project success can be assessed in two steps:
Appraisal
Appraisal
ü
ü Priortotoits
Prior itsstart
start
ü
ü Definesexpectations
Defines expectations
ü
ü Servesas
Serves asinputs
inputsforfor success
success criteria
criteria
Evaluation
ü At project closure
ü Compares achievements with success
criteria to identify if project was
success or failure
So.. What else should we strive for?
•Measure success based on
two approaches:
•Key practices to go beyond the
triple constraint and create value:
• Understand business objectives

and share this vision with the team “Managing projects with the
• Encourage creativity and critical ultimate business value in mind
thinking will drive a broader, more valuable
• Empower and be agile! outcome which goes beyond the
• Create a safe environment to share baselines objectives” (DeLeon, 2019)
ideas
Benefits realization management
• It’s a different way of prioritising projects.

• It looks at the strategic goal of the
organisation and selecting projects that will
build to it.
• But what does that mean?
• Benefits are not necessarily directly
linked with projects
• Not just aimed at the Business
Case
• It requires:
• Change of culture
• Effective Strategic Governance
Benefits realization management
The realm of benefits realisation sits in

understanding that, although benefits
are not the only criteria to evaluate
project success, they are a
measurement of how valuable a
project is.
Assessment 3
Assessment 3 Instructions and report outline
1. Read the case study provided by your lecturer (in “ask the facilitator forum”). This will form the basis for your
Project Charter, because you will assume that you are the project manager for this project.
2. After reading the case study, begin to develop your project charter. This needs to be a 2,000-word report (+/-
10%) and must use a minimum of six (6) references (academic literature and industry publications—please consider
the case study as a 7th reference). Please ensure all references are cited in-text.
3. The Project Charter must include the following headings and should be written as if you are presenting it to the
project team that will build this project. You are the project manager. The contents of your Charter should include:
a. Background of the project (in your own words, make professional logical assumptions)
b. Reasons for the project (why even do this project?)
c. Project objectives (what will this ProJet deliver)
d. Proposed project management approach or methodology/methodologies
e. Constraints, limitations, and risks (of actually doing the project)
f. Leadership structure (project manager and his or her senior aides: list their roles and explain what each does
in the project. You need to cite four (4) roles)
g. Project risks and their mitigation (high level major, in the project itself)
h. Project stakeholders and how to interact with them
i. The vision of the project and the type of project team culture you wish to promote in your team
j. Reference list

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PRINCIPLES OF PROJECT MANAGEMENT

Master of Global Project Management

Lecturer Name: Luke Webster

• Subject Related: “Ask the Facilitator” Forum

• Personal Issues: [email protected]

Not: “my messages” on Blackboard

Course Name & Code: Principles of Project Management – PROJ6000

Lecturer: Luke Webster

Assessment Component Points Due Date – by 11.55PM

Assessment 2 - Individual report: 35 10th July 2022

Assessment 3 – Project Charter 40 14th August 2022 (End of week 11)

1.Module 1 – Introduction and Project Management Competencies

Balanced Matrix Organization Strong Matrix Organization

Weak Matrix Organization

• Project success is a vital component of

• Understand business objectives

• It’s a different way of prioritising projects.

The realm of benefits realisation sits in

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