...RISK MANAGEMENT FOR COLLABORATIVE SOFTWARE DEVELOPMENT MOJGAN MOHTASHAMI is a Ph.D. candidate at the School of Management of Rutgers University and a lecturer at New Jersey Institute of Technology (NJIT). She can be reached at mojgan@oak.njit.edu. THOMAS MARLOWE is a professor of mathematics and computer science at Seton Hall University. He received Ph.D.s from Rutgers in 1975 and 1989. VASSILKA KIROVA received a Ph.D. in computer science from NJIT. Her areas of interest include specification and software productivity and quality. She can be reached at kirova@bell-labs.com. FADI P. DEEK is professor and dean of the College of Science and Liberal Arts at NJIT. His research interests include software engineering and learning systems. Mojgan Mohtashami, Thomas Marlowe, Vassilka Kirova, and Fadi P. Deek Collaborative software development involving multiple organizational units, often spanning national, language, and cultural boundaries, raises new challenges and risks that can derail software development projects even when traditional risk factors are being controlled. This article presents a framework that can be used to manage collaborative software development projects, based on an extended set of risk management principles. Three risk factors — trust, culture, and collaborative communication — are discussed in depth. OLLABORATIVE SOFTWARE DEVELOPment (CSD) entails multiple teams, working for multiple organizational units within the same or different companies, and no clear...
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...people, and was supporting multiple internal projects and also some external projects based on its capabilities and extra capacity. However there are multiple problems in the way the ISD was organized and operated that was leading to ineffectiveness, inefficiency, organizational conflicts and leading to not attainment of business goals and strategy. Some of the issues included not having a proper project management structure and dedicated personnel, personal power conflicts and non cooperation from operations managers, lack of clarity and direction for employees. The current ISD director is planned to be replaced by a new director who is expected to change the structure, processes and culture of the organization, while managing expectations and relationships to help ISD and the company achieve goals and strategic objectives. 2. Highlight three enterprise management causes/considerations and three project management causes/considerations for the situation. Include what seemed to be missing. Answer – Enterprise management causes and considerations include having an alignment between organizational and IT strategy, existing organizational structure that is not well defined and lack of skills and knowledge on how to effectively manage and run IT projects. Project management causes and considerations in this case include not having defined roles and responsibilities for people in projects, ad hoc manner of selecting and implementing projects, there not being systems and...
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...Procurement in Project Management CPM 620- D1 Homework #4 Trophy Project Case Study November 11, 2011 There are three problem areas within this company that really stands out and have contributed to the trophy project’s failures. The conflicting organizational structure, the lack of senior management support, and the project manager all contributed to the failure of the trophy project. Organizational structure problem: The company appears to be operating as a matrix organizational structure with a project manager assigned to this specific project. However, there is a lack of support amongst the project manager, the functional manager, and senior management. Due to the lack of project-oriented emphasis on the trophy project it appears that the company is operating more as a traditional organizational structure. “In the traditional structure, the power spectrum is realized through the hierarchy, whereas in the project structure, power comes from credibility, expertise, or being a sound decision-maker” (Kerzner, 2006, pg. 198). The company should focus on using a pure matrix organizational structure and give the project manager the support and required resources needed to successfully complete the project. Management problems: It was apparent that there was no support from the functional and senior management on this project. There was also a lack of support by the project office and the line managers. The line managers finally realized that they had a role in the project several...
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...Organizational Structures (Author’s name) (Institutional Affiliation) Date Introduction The organization of corporate structures is important in the allocation of duties and roles, supervision of employees at the workplace as well as the efficient coordination of workflow in an organization. These plans form the basis of effective operations of any company’s projects, and give accurate insights on the exploration of the minimal resources available to an organization’s disposal. Besides, it enables any company to manage the work force in the process of timely completion of projects and extension of the businesses longevity. Therefore, it is important to define the roles of each party in any project assigned to the organization. Analysis of the case: designing the authorities of a project manager The Beijing EAP Inc. is a company that provided EAPs to many customers. The nature of its operations required the employees to have strong academic backgrounds that qualified them to operate in this multinational service company. Being the largest market holder in the mainland China, the Company had a huge customer base that categorized it as a big corporation. Amongst some customers of BEC were IBM, Siemens, Samsung, Lenovo, Guadong Mobile and the China Development Bank. Consequently, the Company had many projects that prompted the management to subdivide the projects to different segment managers. In this case study, for instance, Mr. Yang represents a training department...
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...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 [pic] 2.2 PROJECT STAKEHOLDER RELATIONSHIPS [pic] ...
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... In a traditional organization of Mohawk National Bank, the main problem is that there is no communication and cooperation between departments due to absence of a project manager, who could act as focal point for the integration work. For solving their problem Mohawk National Bank is thinking to consider a new organizational structure: matrix organization. The main obstacle of this project is the hostility at change of most of the employees. For overcome this obstacle Bank top-managers have to find a Project Manager that can motivate and convince people that this change it is important and necessary for Bank’s business life. The first step is to select the right people within the organization. Looking carefully at the interviewed of the most competent employees it seems that nobody it is perfectly suitable for the project, so it is fundamental the support of top Management. Top Management have to choose one of those in trial for some month and then decide if assigned him/her permanently to the position of Project Manager. Question 2: What are some of the major reason why employees do not want to become project managers? Banks are generally traditionalist and regimented, mainly due to strict rules, policies and procedures. Also employees have got similar characteristics: many of them have been in Mohawk Bank between 20 and 30 years and for this reason they will resist to change and fight the project all the time (e.g. Andrew Medina). They won’t accept the new system...
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...MGT2 - IT Project Management Course of Study This course supports the assessments for MGT2. The course covers 8 competencies and represents 3 competency units. Introduction Overview Project management is a systematic approach to solving a problem, taking advantage of an opportunity, improving a process, or otherwise creating something. A project goes through several phases, with a distinct beginning and end. A successful project includes effectively carrying out tasks related to initiating, planning, executing, monitoring/controlling, and closing. Unsuccessful projects often skip some of these steps, perhaps not fully planning everything that needs to be done or forgetting to monitor the team to ensure they are sticking to the plan. An effective project manager foresees problems, makes appropriate trade-offs that ensure successful project completion, and, above all, facilitates communication among all project stakeholders, who are likely each looking for something different from the project. This course provides an overview of the Project Management Institute’s project management methodology. As you learn about the various process groups and knowledge areas, you will apply your knowledge in case studies for planning a project that has not started yet and monitoring/controlling a project that is already underway. You will solve problems, gather information, and make decisions using your expert judgment. The techniques you practice in this course will be beneficial...
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...THE REASON CHANGE MANAGEMENT HAS A 70 PERCENT FAILURE RATE by Craig W. Johnson A research project report submitted to the faculty of Brandman University in partial fulfillment of the requirements for the degree of Bachelor of Arts in Organizational Leadership December 2012 TABLE OF CONTENTS Page Abstract 3 Introduction 6 Statement of the Issue 6 Background 6 Purpose 7 Research Questions 8 Significance of the Study 9 Conclusions 9 Literature Review 10 Research Question 1 10 Research Question 2 16 Research Question 3 23 Conclusions and Recommendations 26 Conclusions: Research Question 1 26 Conclusions: Research Question 2 28 Conclusions: Research Question 2 29 Recommendations 31 References 33 Abstract The purpose of this paper is to review current information on the reasons and circumstances why change management projects have a 70% failure rate. Since change management projects are perceived, planned, approved, communicated, and implemented within organizations at an alarming rate, it is important to reveal individual and group interests behind the ideologies of change management. This research provides insight into the characteristics of management, management’s approach to effective communication, the politics, power, and ideologies of change management implementation, the behavior of organizations, management, the workforce, and...
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...91: Management realizes organizations must be dynamic in nature. Capable of rapid restructuring should environmental conditions dictate so. 92 Environmental Factors evolved from: • Increasing competitiveness of the market • Changes in technology • Requirement for better control of resources for multiproduct firms Wallace identified four major factors that cause the onset of organizational revolution: • Technology revolution (complexity and variety of products, new materials and processes and the effects of massive research) • Competition and profit squeeze (saturated markets, inflation of wage and material costs and production efficiency) • The high cost of marketing • Unpredictability of consumer demands (due to high income, wide range of choices available, and shifting taste) Grinnel & Apple five general indications that a new organizational form is necessary, not adequate for managing projects • Management is satisfied with technical skills, but projects are not meeting time, cost and other project requirements • High commitment to getting project work done, but great fluctuations in how well performance specifications are met • Highly talented specialists involved in the project feel exploited and misused • Particular technical groups or individuals constantly blame each other for failure to meet specifications or delivery dates • Projects are on time and to specifications, but groups and individuals aren’t satisfied with the achievement Management looks...
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...Organizational Patterns A case study in a large utility company Software Engineering Project Management Course Presentation - Fall 2008 Introduction 1. a. A little bit history Early work by Alfred L. Kroeber Kroeber, 1963 Milestone work by Christopher Alexander Alexander, 1979 pattern researches actively conducted in the organization domain in terms of software development (1991 - ) b. c. 2. What is organizational pattern? “Organizational patterns are recurring structures of relationship, usually in a professional organization, that help the organization achieve its goals” Wikipedia 2008 2 Key research directions 1. Social network analysis Coplien, 1995 2. 3. 4. 5. 6. 7. Requirements acquisition Whitenack, 1995 Kerth, 1995 Harrison, 1996 Berczuk et. al., 2003 Evolution from analysis to design Formation and function of teams Episodes (or Agile) Scrum Configuration management patterns Cunningham, 1996 Sutherland, 2007, Sutherland, 2008 3 Organizational patterns, Agile, and Scrum 1. There are patterns in Agile development methodology Scrum is the first formal organizational pattern to describe a complete Agile process Sutherland, 2008 2. 4 Case study – Organizational Environment 1. a. Organization Environment Description The author is working with an utility holding company that provides electric and natural gas services to more than 1 million customers The IT department focuses on integrating...
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...Task 1 The differences in project management success rates may be a result of the fact that some organizations do a better job of training their project managers. So they may be more skilled and knowledgeable in the project management discipline. But the way your organization deals with training is just one aspect of your overall organizational culture. A number of big-picture factors influence your ability to deliver projects successfully. Let's look at two of them: culture and structure. Culture has a huge effect on your success rate Your organization's culture has a lot to do with the success rate of your projects. Keep in mind that I'm talking about projects all throughout your organization, not just about one particular project. The term culture generally means “how we do things around here.” Imagine that someone asks you how successfully your organization delivers projects. If you say, “We’re pretty poor at delivering projects,” you’re voicing a perception of one aspect of your culture. Culture comes into play on projects in a number of areas. Process orientation Many organizations have good processes in place and people generally follow them. This is perhaps the biggest single factor in overall project success. If your organization follows a good, scalable project management process, you’re more likely to be consistently successful on your projects. The entire project team generally knows how to create and follow a work plan, and can use standard processes...
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...(H) 1. According to Grinnell and Apple, organizational restructuring is needed because management is unhappy with technical skills though projects are being completed within time and cost. A. True B. False (E) 2. Which of the following is not one of the three critical terms to consider when looking at organizational workflow? A. Span of control B. Authority C. Responsibility D. Accountability (E) 3. Accountability can be defined as: A. Authority plus responsibility B. Authority without responsibility C. Responsibility without authority D. Pure responsibility (E) 4. In which of the following structures is budgeting and cost control easier to perform? A. Classical B. Strong matrix C. Balanced matrix D. Weak matrix (E) 5. In which organizational form is there no customer focal point? A. Traditional B. Projectized C. Strong matrix D. Weak matrix 6. In which organizational form is response to the customer’s needs the slowest? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (E) 7. In which organizational form is it highly unlikely that project management would be a career path? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (H) 8. In which organizational form does the project manager have the greatest authority over the assigned...
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...MANAGING RISKS IN ENTERPRISE SYSTEMS IMPLEMENTATIONS Judy E. Scott and Iris Vessey T wo companies were R/3 at a new warehouse. FoxMeyer at risk. One survived expected to save $40–$50 million dollars while the other failed annually from the project, as well as to What after installing an grow rapidly and gain market share [5]. determines enterprise system FoxMeyer’s plans did not work out. (ES), SAP R/3. At the After its major customer, Phar-Mor, if a system time of its R/3 imple- implementation went bankrupt in May 1993, mentation, beginFoxMeyer signed a major new cuswill be ning in 1995, Dow Corning Incorporated successful? tomer, University Healthsystem Conwas a $2.5 billion producer of silicone sortium (UHC). However, the contract products. The company was facing comrequired major changes to the project. petitive pressures as well as lawsuits worth Costs soared to over $100 million; and $2 billion due to well-publicized problems with sili- in August 1996 FoxMeyer filed for Chapter 11 bankcone breast implants. Existing systems were frag- ruptcy protection, after taking a charge of $34 milmented and focused on specific departments, making lion the previous month for inventory and order it difficult to present a common face to the cus- mix-ups. Following liquidation of its major assets in tomer.The company decided that its survival November 1997, FoxMeyer’s trustee sued Andersen depended on reengineering its business processes to Consulting...
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...(H) 1. According to Grinnell and Apple, organizational restructuring is needed because management is unhappy with technical skills though projects are being completed within time and cost. A. True B. False (E) 2. Which of the following is not one of the three critical terms to consider when looking at organizational workflow? A. Span of control B. Authority C. Responsibility D. Accountability (E) 3. Accountability can be defined as: A. Authority plus responsibility B. Authority without responsibility C. Responsibility without authority D. Pure responsibility (E) 4. In which of the following structures is budgeting and cost control easier to perform? A. Classical B. Strong matrix C. Balanced matrix D. Weak matrix (E) 5. In which organizational form is there no customer focal point? A. Traditional B. Projectized C. Strong matrix D. Weak matrix 6. In which organizational form is response to the customer’s needs the slowest? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (E) 7. In which organizational form is it highly unlikely that project management would be a career path? A. Traditional B. Projectized C. Strong matrix D. Weak matrix (H) 8. In which organizational form does the project manager have the greatest authority over the assigned...
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...Consulting 9/1/2009 M A T R I X O R G A N I Z A T I O N S Matrix Organizations Success in a matrix happens when you focus on building a new organization rather than simply installing a new structure. “S I C O N K E Y ince the end of World War II, corporate strategy has survived several generations of painful transformations and has grown appropriately agile and athletic. Unfortunately, organizational development has not kept pace, and managerial attitudes lag even farther behind. As a result, corporations now commonly design strategies that seem impossible to implement, for the simple reason that no one can effectively implement third-generation strategies through secondgeneration organizations run by first-generation managers. Today, the most successful companies are those where top executives recognize the need to manage the new environmental and competitive demands by focusing less on the quest for an ideal structure and more on developing the abilities, behavior, and performance of individual managers.” This assessment of matrix management, published in the Harvard Business Review in 1990, is a stinging portrayal of the state of matrix organizations at the time the article was written. Fortunately, both the times and the ability of organizations to adapt have changed. Organizations have become much more adept in implementing complex structures. However, what has not changed is the key to success in working in a matrix correctly identified in the HBR...
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