- フローティングトピック
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project management structure
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importance
-
frame work
- launching
- implementing
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take balance between parent organization and project
- resource
- project outcome
- サブトピック 3
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functional organization
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feature
- functional units implement projects
-
coordination through normal management channel
- hierarchy
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one functional area has dominant role
- specialized
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advantage
-
no change
- use basic functional structure
- no need to design and operation of the parent organization
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flexibility
- workers can do other projects at same time
-
in-depth expertise
- specialist can do the project
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easy post project transition
-
participants focus of their professional growth and advancement
- can have experience
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disadvantage
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lack of focus
- routine work+ project work
- need to wait other division
-
poor integration
- concern own field only
- overall view seems to be less
-
slow
- slow response time
-
can not direct communication with other
- need to use ormal management channel
- サブトピック 2
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lack of owner ship
- less motivation
- can not identify with project
-
dedicated teams
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feature
- make independent unit for project
- full time project
- traditional function depart do support
- need to recruit within and outsaide
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advantage
-
simple
- independently
-
fast
- worker can focus on the project
- response become quick
- decision is made in team
-
cohensive
- share common goal
- personal responsibility
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cross-functional intergration
- close work with different area workers
- committed to optimizing the project
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disadvantage
-
expensive
- new project management position
- need to contribute resource
- internal strife
-
limited technological expertise
- lack of knowledge in specialized field
- take time to consult with specialist
-
difficult post-project transition
- hard to catch up normal job after finishing
- hard to find other prohect
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matrix arrangement
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feature
-
hybrid organizational form
- horizonal project management
- normal function hierarchy
- need to report both lines
- can focus functional and technical said
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three types of matrix form
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weak matrix
- similar to functional approach except for designated manager
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project manager
- make schdule
- decide time
- determine what should be done
-
functional manager
- think how to do it based on subscribe from PM
- allocate job
- have responsible for their segment
-
balanced matrix
-
project manager
- define what should be done
- make overall plan
- monitor, schedule
-
functional manager
- how to accomplish project
- responsible for assigning personal
- executing based on schedule
- require to work closely both function
-
strong matrix
-
project manager
- control most aspect
- scope
- trade-off
- assignment of functional personnel
- decide time, works, major project decision
-
functional manager
- consulted by workers
- control specialized work
- final design and components decided by functional
- サブトピック 4
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advantage
-
efficient
- resource can be shared
- individual can divide energy for other work
-
strong project focus
- holistic approach by coordinating
-
easier post project transition
-
strong tight with functional
- can go buck job smoothly
-
flexible
- provide resource and expertise
-
disadvantage
-
dysfunctional conflict
- conflict may happen in personal level
- may bring animosity
-
infighting
- fighting to acquire resource in project managers
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stressful
- have plural
-
slow
- need agreement from multiple functional groups
-
right project management structure
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organization considerations
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percentage of core work involved
-
a few products
- less formal arrangement
-
organization has standard products and project
- matrix arrangement
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over 75%
- fully projected organization
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resource availability
-
alternative
- dedicated team
-
matrix
- share resource
- creating legitimate project leader ship
-
more effective management project
- what change is needed
- assess current project situation
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project level
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questions
- size of project
- strategic importance
- novelly and need for innovation
- need for interration
- budget and time constraints
- stability of resource requirement
-
using dedicated team
- urgent
-
matrix team
- small incremental project
-
organizational culture
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define
- share norms and assumption
- organizational behavior
-
10 primary character
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member identity
- expert field
-
team emphasis
- which work is organized?
-
management focus
- which management decision take into account?
-
unit integration
- whchi unit encouraged to operate?
-
control
-
rule,politics and dilect supervision
- サブトピック 1
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risk tolerance
- risk seeking
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reward criteria
- promotion, salary increase
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conflict tolerance
- air conflict, criticism openly
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means versus end orientation
- out comes, technique, process
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open system focus
- monitor and respond
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function
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provide sense of identity
- share perception, value
- resason for member devote energy
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help legitimize
- clarify authority relationships
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most important
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clarify and reinforces standard of behavior
- dress code, working hours
- collaborate with other department
- permissible and inappropriate behavior
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identify cultural characteristics
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can interpretative assessment current and past
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physical character
- architecture, image, building...
- light on who has power, how formal the organization dealing business
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public document
- annual report, mission statement
- concern for company people
- concern for result and bottom line
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behavior
- pace, rituals...
- value of organization
- issue discuss repeatedly
- discuss length
-
folklore
- look for similar story spoken by workers
- recruit story
- ask various people
- promotion and reward
-
organizational culture for organizing project
-
project manager
- interact with culture of parents company
- host of other oraganization
- client and customer
- need to be able to talk about company culture
-
assessment
- not either extreme
- one end culture or other