mp07

=MP07 - Project Organization=

1. Introduction
This course deals with


 * organizational structures of projects and programs, including project management office
 * roles and resonsibilities of project team members
 * competencies of project team members
 * stakeholders and the project environment.

The description and analysis of roles and responsibilities is based upon object role models. Tools to support object role modelling are used (Visio, Express SAP, etc.)

Roles and responsibilities in projects are linked to competences to meet the requirements for roles and responsibilities in projects.

2. Course structure
1. Various aspects of organizations in the context of projects


 * Projects embedded in a single company - a company shaped by ongoing activities
 * Projects in a projectized organization
 * Projects based upon a consortium or a joint venture - companies in projects
 * Projects in programs and portfolios
 * Project organization and the project life cycle
 * Project, Program, and Portfolio-Office (P3O)

2. Types of organizations


 * Functional organization
 * Projectized organization
 * Matrix organization
 * Organizational structures including product development and ongoing production (linked with Kerzner´s approaches)
 * Organizational aspects of consulting groups
 * Organizational aspects of other company groups
 * Organizational aspects of joint ventures

3. Organizations for special kinds of projects


 * Organizations for conferences
 * Organization for marketing events
 * Event management
 * Organizations for agile project management

3. Roles and responsibilities in organizations


 * Overview of roles and responsibilities along the list of stakeholders
 * The impact of roles and responsibilities
 * Description of responsibilities according to defined formats (RACI-Format: R Responsible, A Accountable, C Consult, I Inform; and further formats)
 * Description of roles and responsibilities based upon ORM (Object-Role-Models)
 * Problems regarding overlapping roles and missing role assignments.
 * Roles and responsibilities in changing organizations

4. Competences to achieve roles in projects


 * Description of competences in projects (ICB, PMCD, etc.)
 * Competences to meet the requirements of selected roles in projects

3. Case Studies
>
 * There is a cluster of case studies in conference management, linked to real conferences and conference management standards. The roles of conference committees, conference chairs, session chairs, etc. are discussed. Conferences that grow beyond the limits a university can manage are taken as cases for organizational change management.
 * Typical case studies deal with the evolution of conferences that grow from a small meeting at a university to an international congress. Students take part and responsibility in the organization of real conferences at the university, of workshops with students from and at other universities, of workshops in PMI chapters, etc.

Parameters
ECTS: 3 Hours of study in total: 90 Weekly hours per semester: 2 Contact hours: 30 Self study hours: 60 Course characteristics: compulsory Course frequency: every year - winter semester Maximal capacity: 15 students Course admittance prerequisites: no special requirements Skills trained in this course: professional, methodological, and personal skills Prerequisite for the completion of the following courses: This course is important for all subsequent courses Assessment of the course: 75% contributions within the course (homework, group work, presentations, case studies) 25% written or oral examination at the end of the course Teaching staff: Prof. Dr. Peter Reusch, (NN)

5. Learning outcomes

 * 5.1 Knowledge**

The students can explain


 * core aspects of organizations in companies and projects, including the consortium or joint venture for complex projects.
 * concepts of functional organization, projectized organization and matrix organization.
 * the core issues of project organization: Project manager, project team, organizational environment, etc.
 * most types of stakeholders in projects and organizations and their roles, responsibilities, interests and impacts.
 * the importance of stakeholders: support - resistance, trust - betrayal, openness - closeness, power - weakness, their priorities, and their communication.
 * which competences are needed in projects based upon international standards (ICB, PMCD, etc.)
 * competences to achieve roles in projects
 * the impact of programmes and portfolios on project organization. They can explain the role of special organizational units like Project Management Offices - PMOs.
 * standards of project organizations - like IEEE standards for conferences (to run as projects).

They can apply Object-Role-Modelling to describe objects and object types in organizations, their roles and constraints.

They can compare the classical approaches of project organization and the approaches in agile project management (SCRUM, etc.).


 * 5.2 Skills**

They are able to
 * develop a stakeholder analysis in projects and organizations showing roles and responsibilities, interests and impacts, and the complex network of relationships in selected cases.
 * apply tools like Vision or Express SAP for Object Role Modelling.
 * develop concepts for the organization of a project in selected cases.
 * develop competence models for a project in selected cases.
 * detect and solve conflicts in projects and organizations based upon a deep analysis of roles and responsibilities using object role modelling, cause effects analysis, and further methods and tools in selected cases.
 * detect the limits, opportunities and risks in the classical approaches of project organization and the approaches in agile project management (e.g. SCRUM) in selected cases.
 * develop concepts to change project organization based upon a deep analysis of roles and responsibilities in selected cases.

in a given context in the course.


 * 5.3 Competence - attitude**

They are able to
 * develop project organization.
 * improve cooperation in projects and organizations based upon an appropriate stakeholder analysis, and upon the analysis of roles and responsibilities, interests and impacts.
 * develop concepts to change project organization based upon a deep analysis of roles and responsibilities
 * detect the competences needed in a project or in an organization.
 * develop competence models for special applications in a project
 * based upon a deep understanding of the core competencies according to ICB, PMCD, or similar standards
 * combined with competence models derived in the HRM context
 * leading to the evaluation and further development of individual competencies in a project

in a new context.


 * 5.4 On scaling outcomes**

The assessment of learning outcomes is based upon the following core perspectives:


 * Completeness - regarding knowledge areas and concepts (types of organizations, types of stakeholders, competencies, ... )
 * Analysis - analyse roles and responsibilities in a given project/organization(basic results on roles and responsibilities - detecting gaps and overlaps - covering gaps and removing overlaps)
 * Analysis - analyse influences in a given project/organization (basic results dealing with strong and weak influence - detection of critical cycles - detection of temporal aspects of influences)
 * Analysis - analyse competencies in a given project/organization (basic results on competencies needed - multiple perspectives of competencies)
 * Analysis - detect conflicts in a given project/organization (basic conflicts - hidden conflicts)
 * Concept building - develop a concept for the organization of a project (elementary concept - medium concept - complex concept)
 * Concept building - develop a concept for a competence model for a project (poor concept - appropriate concept including most important aspects - advanced concept)
 * Problem solving - solve the problems detected - regarding overlapping roles missing role assignments and further issues (basic solution - advanced solution)
 * Tools - apply ORM tools (basic - advanced)
 * Linking - build bridges between knowledge areas and concepts (no - poor - strong bridges)

=Teaching and training methods:=


 * Lectures introducing concepts, methods and tools
 * Group work to train concepts and methods, to develop skills and to work on case studies
 * Home work to add individual contributions
 * Presentations to communicate results

=Course mapping=

This course is linked to other courses of the study programme in the following way:

There are many types or projects - different in time (long-term / short-term) - different in size and complexity - different regarding technology and industry. Project organization must take care of the type of a given project.
 * MP01: Projects: Concept, Types, Cases, Context and Organization**

Project organization is developed through phases and life-cycles.
 * MP02: Life-cycle Concepts, Maturity Models, Customer Relation Ship, Stakeholder Management**

Project organization is based upon standards like ICB, IEEE, etc.
 * MP03: Standards and Mainstreams**

Project planning is based upon resources - their availability and competencies. Resources are assigned to organizational units. Classical or agile project management lead to different concepts in planning and in project organization.
 * MP04: Project Planning**

Project control has an impact on the development of project organization.
 * MP05: Project Control**

The development of a project organization includes team building processes and leadership.
 * MP06: Team Building and Leadership**

Quality management is part of project management. Resources and competencies on quality management in projects must be developed.
 * MP08: Managing Quality**

Risk management is a competence that has to be implemented in a project organization.
 * MP09: Managing Risk**

Project organization has an impact on project economics (costs, etc.).
 * MP10: Project Economics**

This course supports communication, negotiations and conflict management within a project organization and with stakeholders.
 * MP11: Communications, Negotiation and Conflict**

Social competencies are the backbone for project organization. Integration and recognition of stakeholders is based on social competencies.
 * MP12: Social Competencies**

Change management is a core competence in project management and in developing project organizations.
 * MP13: Managing Change**

Creative problem solving and decision making is a core competence in project management.
 * MP14: Creativity and Decision Making**

Intercultural communications support project organization in a multicultural project.
 * MP15: Intercultural Communications - Cultures in Projects**

Information and communication are the backbone for project organization.
 * MP16: Information and Knowledge Management**

Project organization has an impact on project finance, and project finance has an impact on project organization. A project needs competencies in finance - included in the project organization or in another unit of the body that runs the project.
 * MP17: Project Finance**

Project organization may include external resources hired through contracts. A project needs competencies in contracts and procurement - included in the project organization or in another unit of the body that runs the project.
 * MP 18: Legal Aspects in Project Management: Contracts, Procurement, and further Issues**

Program and Portfolio Management has to establish organizational structures - for example a Project, Program, and Portfolio Office - P3O.
 * MP19: Program and Portfolio Management**

Project organization must follow the principles of Safety, Health and the Environment
 * MP20: Safety, Health and the Environment**

=References:=

Most course materials are available in ILIAS and additional web portals - a few books to mention here:

PMBOK® - 4th edition, PMI® 2008. Kerzner, Harold: Project Management, 10th edition, New York 2009. Schelle, Heinz; Ottmann, Roland; Pfeifer, Astrid: Project Manager, GPM 2006. Gerard M. Hill: The Complete Project Management Office Handbook, Auerbach Pub. 2007. ISBN-13: 978-1420046809 Gerald I. Kendall, Steve C. Rollins: Advanced Project Portfolio Management and the Pmo, J Ross Pub. Inc. April 2003 ISBN-13: 978-1932159028