Project Management and Jeffrey K. Pinto
C H A P T E R
2
The Organizational Context
Strategy, Structure, and Culture
Chapter Outline
PROJECT PROFILE Project Management Improves Lenovo’s Bottom Line INTRODUCTION 2.1 PROJECTS AND ORGANIZATIONAL STRATEGY 2.2 STAKEHOLDER MANAGEMENT Identifying Project Stakeholders Managing Stakeholders 2.3 ORGANIZATIONAL STRUCTURE 2.4 FORMS OF ORGANIZATIONAL STRUCTURE Functional Organizations Project Organizations Matrix Organizations Moving to Heavyweight Project Organizations PROJECT MANAGEMENT RESEARCH IN BRIEF The Impact of Organizational Structure on Project Performance 2.5 PROJECT MANAGEMENT OFFICES 2.6 ORGANIZATIONAL CULTURE How Do Cultures Form? Organizational Culture and Project Management PROJECT PROFILE Creating a Culture for Project Management: The Renault Racing Team Summary Key Terms Discussion Questions Case Study 2.1 Rolls-Royce Corporation Case Study 2.2 Paradise Lost: The Xerox Alto Case Study 2.3 Project Task Estimation and the Culture of “Gotcha!” Case Study 2.4 Widgets ’R Us
000200010270649984
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Project Management: Achieving Competitive Advantage, Second Edition, by Jeffrey K. Pinto. Published by Prentice Hall. Copyright © 2010 by Pearson Education, Inc.
32
Chapter 2 • The Organizational Context
Internet Exercises PMP Certification Sample Questions Integrated Project—Building Your Project Plan Notes
Chapter Objectives
After completing this chapter, you should be able to: 1. Understand how effective project management contributes to achieving strategic objectives. 2. Recognize three components of the corporate strategy model: formulation, implementation, and evaluation. 3. See the importance of identifying critical project stakeholders and managing them within the context of project development. 4. Recognize the strengths and weaknesses of three basic forms of organizational structure and their implications for managing projects. 5. Understand how companies can change their structure into a “heavyweight project organization”
2
The Organizational Context
Strategy, Structure, and Culture
Chapter Outline
PROJECT PROFILE Project Management Improves Lenovo’s Bottom Line INTRODUCTION 2.1 PROJECTS AND ORGANIZATIONAL STRATEGY 2.2 STAKEHOLDER MANAGEMENT Identifying Project Stakeholders Managing Stakeholders 2.3 ORGANIZATIONAL STRUCTURE 2.4 FORMS OF ORGANIZATIONAL STRUCTURE Functional Organizations Project Organizations Matrix Organizations Moving to Heavyweight Project Organizations PROJECT MANAGEMENT RESEARCH IN BRIEF The Impact of Organizational Structure on Project Performance 2.5 PROJECT MANAGEMENT OFFICES 2.6 ORGANIZATIONAL CULTURE How Do Cultures Form? Organizational Culture and Project Management PROJECT PROFILE Creating a Culture for Project Management: The Renault Racing Team Summary Key Terms Discussion Questions Case Study 2.1 Rolls-Royce Corporation Case Study 2.2 Paradise Lost: The Xerox Alto Case Study 2.3 Project Task Estimation and the Culture of “Gotcha!” Case Study 2.4 Widgets ’R Us
000200010270649984
31
Project Management: Achieving Competitive Advantage, Second Edition, by Jeffrey K. Pinto. Published by Prentice Hall. Copyright © 2010 by Pearson Education, Inc.
32
Chapter 2 • The Organizational Context
Internet Exercises PMP Certification Sample Questions Integrated Project—Building Your Project Plan Notes
Chapter Objectives
After completing this chapter, you should be able to: 1. Understand how effective project management contributes to achieving strategic objectives. 2. Recognize three components of the corporate strategy model: formulation, implementation, and evaluation. 3. See the importance of identifying critical project stakeholders and managing them within the context of project development. 4. Recognize the strengths and weaknesses of three basic forms of organizational structure and their implications for managing projects. 5. Understand how companies can change their structure into a “heavyweight project organization”