The Organizational Context: Strategy, Structure, and Culture
INSTRUCTOR’S RESOURCE MANUAL
CHAPTER TWO
The Organizational Context: Strategy, Structure, and Culture
To Accompany
PROJECT MANAGEMENT:
Achieving Competitive Advantage
By
Jeffrey K. Pinto
CHAPTER TWO
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 ORGANIZATION STRUCTURE Functional Organizations Project Organizations Matrix Organizations
Moving to Heavyweight Project Organizations
PROJECT MANAGEMENT RESEARCH IN BRIEF: The Impact of Organization 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
Internet Exercises
PMP Certification Sample Questions
Integrated Project – Building Your Project Plan
Bibliography
TRANSPARENCIES
2.1 PROJECTS AND CORPORATE STRATEGY
2.2 PROJECT STAKEHOLDER RELATIONSHIPS
2.3 PROJECT STAKEHOLDER MANAGEMENT CYCLE
2.4 EXAMPLE OF A FUNCTIONAL ORGANIZATIONAL STRUCTURE
2.5 EXAMPLE OF A PROJECT ORGANIZATION STRUCTURE
2.6 EXAMPLE OF A MATRIX ORGANIZATION STRUCTURE
2.7 ALTERNATIVE LEVELS OF PROJECT OFFICES
DISCUSSION QUESTIONS
1. The chapter suggests that a definition of strategic management includes four components:
1. Developing a strategic vision and sense of mission
2. Formulating, implementing, and evaluating
3.
CHAPTER TWO
The Organizational Context: Strategy, Structure, and Culture
To Accompany
PROJECT MANAGEMENT:
Achieving Competitive Advantage
By
Jeffrey K. Pinto
CHAPTER TWO
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 ORGANIZATION STRUCTURE Functional Organizations Project Organizations Matrix Organizations
Moving to Heavyweight Project Organizations
PROJECT MANAGEMENT RESEARCH IN BRIEF: The Impact of Organization 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
Internet Exercises
PMP Certification Sample Questions
Integrated Project – Building Your Project Plan
Bibliography
TRANSPARENCIES
2.1 PROJECTS AND CORPORATE STRATEGY
2.2 PROJECT STAKEHOLDER RELATIONSHIPS
2.3 PROJECT STAKEHOLDER MANAGEMENT CYCLE
2.4 EXAMPLE OF A FUNCTIONAL ORGANIZATIONAL STRUCTURE
2.5 EXAMPLE OF A PROJECT ORGANIZATION STRUCTURE
2.6 EXAMPLE OF A MATRIX ORGANIZATION STRUCTURE
2.7 ALTERNATIVE LEVELS OF PROJECT OFFICES
DISCUSSION QUESTIONS
1. The chapter suggests that a definition of strategic management includes four components:
1. Developing a strategic vision and sense of mission
2. Formulating, implementing, and evaluating
3.
Bibliography: TRANSPARENCIES 2.1 PROJECTS AND CORPORATE STRATEGY 2.2 PROJECT STAKEHOLDER RELATIONSHIPS 2.3 PROJECT STAKEHOLDER MANAGEMENT CYCLE 2.4 EXAMPLE OF A FUNCTIONAL ORGANIZATIONAL STRUCTURE