UNIT-2.pptx
- 1. PREPARED BY:- MS. RICHA MEHTA AP (ECE)
- 2. Project Selection Preparing a Request for Proposal Soliciting Proposals Project Organization The Project as part of the functional organization Pure Project Organization The Matrix Organization Mixed Organizational Systems
- 4. Project selection is the evaluation of project ideas to help decide which project has the highest priority. It's an important part of project portfolio management (PPM), which is a process used by project management organizations (PMOs) and project managers to analyze the potential return on undertaking a project.
- 5. Costs Resources Benefits or ROI Time to complete the project Risks associated with the project
- 6. Project selection is important because companies want to make sure projects they invest in are safe and will yield benefits and good returns. The process of project selection can analyze new opportunities and help justify the decisions for making needed monetary investments. Companies may have several project opportunities to invest in, but because they can't invest in all projects, they are often selective.
- 7. Here are some steps you can take to select a project: ◦ 1. Make sure the project fits the company's strategy ◦ 2. Understand your company environment ◦ 3. Consider and analyze historical data ◦ 4. Decide who will be the project champion
- 8. 1. Make sure the project fits the company's strategy Discuss with all stakeholders whether a project you're considering fits into the company's overall business strategy. You can work together to identify where a project may meet a single organizational goal or multiple goals, and whether they are short-term or long-term goals.
- 9. 2. Understand your company environment It's important to be you're aware of your organizational environment and understand your company thoroughly. Consider asking yourself the following questions: What are the company's key business drivers? What are the company's strengths and weaknesses? Does the company have limited resources? If the company has resource limitations, where is it lacking?
- 10. 3. Consider and analyze historical data When you perform your analysis, consider previous experiences and refer to past information or historical data as much as possible. Regardless of the outcome of a prior project, there are environmental and organizational factors that likely influenced the outcome. Find out whether there are changes to those factors, and discuss them with company executives or project stakeholders.
- 11. 4. Decide who will be the project champion It's important to ensure a project has a designed champion or owner to make sure the project stays on track and proceeds smoothly and efficiently to completion. The project champion is often a high-level employee or executive with an interest in the project and excellent communication skills to work with everyone involved with the project.
- 13. A request for proposal (RFP) is a business document that announces a project, describes it, and solicits bids from qualified contractors to complete it. Most organizations prefer to launch their projects using RFPs, and many governments always use them.
- 16. Define your project, scope, and budget. Provide background and introductory information. Describe the services you’re looking for. Detail your selection criteria and timelines. Proofread your RFP and go live.
- 17. Before issuing your RFP, take the time to define the project you’re looking to complete, its scope, and how much you can afford to spend. With budget and scope in hand, you can start crafting your RFP. While it’s tempting to dive right into the details, it’s a good idea to provide some background and introductory data about your company. This helps set the stage for potential partners by giving them a sense of your current market, business goals, and current challenges.
- 18. Now it’s time to get specific about the services you’re looking for to help achieve your goals. For example, if you’re building a website, you might look for a company with both front-end and back-end development experience. Here, you can highlight what skills, services, and market expertise are required for consideration. This is the time to get specific like Clear descriptions of selection criteria will help reduce the risk of sorting through multiple RFPs that don’t meet your needs.
- 19. Proofread your RFP is important because even small mistakes could derail project timelines. If something is missing in your budget details, or a miscommunication could force a restart of the entire RFP process and waste precious time.
- 20. A solicited proposal is when the customer asks for a proposal. They may ask verbally or they may issue a written Request for Proposals (RFP). An unsolicited proposal is when you send them a proposal they haven’t even asked for because you think they should buy from you or take some action.
- 23. Project organization refers to the style of coordination, communication and management a team uses throughout a project’s life cycle. Project organization encourages participation by each team member and embraces diverse talents and skills.
- 24. Project Organization requires certain steps for structuring a project:- ◦ Identify Project members ◦ Set goals ◦ Create a timeline ◦ Train project members ◦ Assign responsibilities and roles
- 25. 1. Identify project members When starting a project, identify each member that participates in its development. When you recognize each member of the project, you acknowledge the individual talents and perspectives they add. Identifying members make it easier to assign responsibilities to each individual. 2. Set goals Goals focus team members on particular tasks that help contribute to the project. Teams that have goals share a similar purpose and work toward achieving mutual tasks.
- 26. 3. Create a timeline Timelines are a good way to track progress and stay punctual as a team. They outline project milestones and provide due dates as to when the team wants to achieve each goal. Timelines can focus on a week, a month or a year depending on how specific the team wants to be. 4. Train project members An effective team is adequately trained and well-educated in their roles. When working on a project, make sure each team member is thoroughly trained and feels confident in their work.
- 27. 5. Assign responsibilities and roles When you begin your project, assign obligations and roles to each team member. With predetermined duties and functions, members know how to participate in the project and what work to produce. Roles might develop over time and some team members might gain additional responsibilities.
- 28. There are many kinds of organizational strategies to implement for project success, including: ◦ Functional ◦ Project Oriented ◦ Organic ◦ Matrix ◦ Multidivision ◦ Virtual ◦ Democratic
- 29. Functional project organization is structured around functioning departments with managers who report to an executive. It is the most commonly used project organization. There are no project managers. Instead, the managers coordinate projects and select team members from each department to support the project.
- 31. The project-oriented approach has dedicated project divisions within the company. Each division focuses on a specific project and what is necessary to complete its tasks. Project division managers make significant decisions regarding goals, schedules and responsibilities for their team members.
- 33. Organic project organization focuses on a project's natural progression. This type of organization is flexible with a more relaxed workflow approach. This approach is also known as "laissez-faire," meaning the company allows each employee to have a unique approach to work and the ability to make their own decisions. They work side by side to communicate quickly to resolve unexpected issues.
- 35. Matrix project organization focuses on both functional and project-oriented approaches. This approach means the team considers both the project and team member roles equally. Project leaders and those higher up in the structure make the decisions.
- 36. There are three subtypes of matrix organizational structures: Balanced: Both project managers and functional managers have equal (or similar) levels of authority. Strong: Project managers have more authority than functional managers. Weak: Functional managers have more authority than project managers.
- 38. When a team uses a multidivision project organization, they do not have functional roles. Instead, several individual groups share the same goal and skills. These groups might work on distinct tasks but progress toward the overall team objective.
- 40. Virtual project organization involves team members from across the country or around the world who work on the same project together. This team does not focus on functional roles but rather on overall contribution to project objectives. The project manager organizes the team and goals to keep everyone informed and progressing effectively.
- 42. Democratic project organization is when a company makes decisions based on the majority's opinion and feedback. A team uses the democratic approach to enforce structures, rules and expectations that most employees agree on. As a result, implementing regulations and outlining goals is easier because of the general consensus among team members.
- 45. Under Pure organizational, the project is separated from the rest of the parent organization a self-contained unit is opened with its own resources, technical staffs, and own administration. Pure project organization is proposed when an organization has less number of projects but with a longer duration. The unit becomes accountable to the parent company. In a pure project organization approach, project managers are typically very high in the hierarchy having straight control over business functions, employees, and project resources. For larger projects, this way of organizing is helpful and competent, but for smaller projects, it is often costly to operate.
- 47. The project manager has full authority over the project. Team members report to one boss. Lines of communication are shortened. Decisions are made quickly. Team pride, motivation, and commitment are high.
- 48. Duplication of resources. Organizational goals and policies are ignored. Lack of new technology transfer due to weakened functional divisions. Team members have no functional area home.
- 50. An organization structure, in which the skilled employees often work in more than one department or on different assignments across the departments, is known as a mixed structure. In this structure, an employee has to report to two managers at the same time. For example, an accountant works in a finance department and manages the company’s accounts. The same accountant is also responsible for handling the cash flows of the new project. In this situation, he needs to report to both the CEO as well as the project manager.