Traditional Firm Organization
•Various Departments
•Line and Staff Managers
•Appropriate for established operations
•Stable inter-department. & inter-personnel
relationships
•Not suitable for project management
---why?
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Project Management vs. Traditional Firm Organization: A Comparative Analysis, Slides of Project Management
The differences between traditional firm organization and project management in terms of structure, tools, and human aspects. It highlights the unique requirements of project management and the need for a different organization, sharper planning and control tools, and better skills to cope with human problems. The document also covers various forms of firm organization and their suitability for project management, as well as project planning, control, and human aspects.
Typology: Slides
2011/2012
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Traditional Firm Organization
- Various Departments
- Line and Staff Managers
- Appropriate for established operations
- Stable inter-department. & inter-personnel relationships
- Not suitable for project management
---why?
Requirements of Project Management
- Attributes of a Project
- Project is a non-routine, non-repetitive undertaking often plagued with uncertainties
- Project relationships are dynamic, temporary and flexible
- Project requires coordination of inter- department personnel
- Project requires contribution of external firm/agencies
Forms of Firm Organization
1. Line and Staff organization
- Conducive to resource efficiency
- Not effective for project goal realization
2. Divisional organization
- Separate division to implement the project
3. Matrix organization
- Staff responsible both to PM & functional Heads
- Conducive to achieve the twin objectives of PM
- Greater organizational complexity
Project Planning
Formal and Informal
• Functions of Planning
- Organizing work and responsibilities
- A means of coordination among project personnel
- Induces staff to look ahead
- Instills a sense of urgency and time consciousness
- Establishes the basis of monitoring and control
Tools of Project Planning
- Planning Charts
- Bar Charts
- Gantt Charts
- Multiple Activity Chart
- Network Techniques
- Hierarchy of Plans
Project Control
Purposes of Project Control
- Ensures regular monitoring of performance
- Motivates personnel to achieve project objectives
Effective Project Control
- Variance Analysis Approach (old)
- Backward looking
- Doesn’t indicate value of work done
- Performance Analysis (PA) Approach (New)
- Takes account of value of work done
- Analytical Framework for PA
- BCWS Budgeted Cost for Work Scheduled
- BCWP Budgeted Cost for Work Performed
- AcCWP Actual Cost for Work Performed
- BCTW Budgeted Cost for Total Work
- AdCC Additional Cost for Completion
Effective Project Control …contd
Performance Analysis Indices
- Cost Variance BCWP – AcCWP
- Schedule Variance (in cost terms) BCWP – BCWS
- Cost Performance Index BCWP/ACWP
- Schedule Performance Index BCWP/BCWS
- Est. Cost Performance Index BCTW/(AcCWP+AdCC)
Pre-requisites for Effective PM
- Adequate project formulation
- Sound project organization
- Proper implementation planning
- Advance action
- Timely availability of funds
- Judicious equipment tendering and procurement
- Better contract management
- Effective monitoring
Causes of In-adequate Project Formulation
- Superficial and/or unrealistic field investigations
- Cursory assessment of input requirements
- Slip-shod methods used for estimating costs/benefits
- Omission of project linkages
- Flawed judgments due to lack of expertise
- Undue hurry to get started
- Deliberate over-estimation of benefits and under- estimation of costs