Structure with entities to achieve specific goals, often involving projects
Organizations
Elements shaping Organizational Culture
- Shared Experiences
- Unique Cultures
Key Components of Organization
- Shared visions, mission, values, beliefs, and expectations
- Regulations, policies, methods, and procedures
- Motivation and reward systems
- Risk tolerance
- Leadership views, hierarchy, and authority relationships
- Code of conduct, work ethic, and work hours
- Operating environments
- Resembles functional organization
- Project manager’s role is limited to coordination and communication
- Project Manager has little authority
- Decisions are typically made by higher management
- Small companies use this
Weak Matrix
- Mix between functional and projectized structure
- Project manager shares authority with functional managers
- Project manager lack full control over resources and project funding
- Big companies use this
Balanced Matrix
- Most resources are focused on project work, with project managers having significant authority and independence
Projectized Organization
- Individual, group, or organization that may affect or be affected by a project’s outcome.
- Influence project deliverables and outcomes to satisfy their strategic objectives
- Anyone can be affected of the project for example the project is a bar and there is a neighbor, they will be affected by—for instance, noise.
Stakeholder
Types of Stakeholders
Internal
External
Positive
Negative
Performing
Advising
Within organization who are directly involved in or affected by the project; have vested interest in the success of the project as it directly impacts their work, department, or the overall organization.
Internal Stakeholders
Outside the company who are affected; involvement may range from regulatory compliance to providing necessary resources, and their interests can significantly influence project success
External Stakeholders
Who stand gain from the project’s success; support the project and may actively contribute to its success
Positive Stakeholders
Adversely affected by the project; may create challenges or delays, and their concerns need to be managed carefully to avoid conflicts and project disruptions
Negative Stakeholders
Directly involved in executing the project work; responsible for delivering the project outcomes, and their performance is crucial to the project’s success.
Performing Stakeholders
Provide guidance; may not be involved in day-today activities but play crucial role in steering the project in the right direction
Advising Stakeholders
