Samenvatting
Summary Project Management - Verhaar (chapter 7)
A summary of chapter 7 from Project Management by Verhaar.
[Meer zien]Voorbeeld 2 van de 5 pagina's
Voorbeeld 2 van de 5 pagina's
In winkelwagengesponsord bericht van onze partner
Gekoppeld boek
Titel boek:
Auteur(s):
- Uitgave:
- ISBN:
- Druk:
Voorbeeld van de inhoud
Project management – a professional approach to eventsChapter 7: the project organisation
7.1 The project organisation and the permanent organisation
Many projects are realised within permanent organisations.
The figure above shows the ECH-model. This stands for Equilibrium, Coherence and Heterogeneity.
The model proceeds from the assumption that we can look at the permanent or mother organisation
in six ways. The model proceeds from the assumption that we can look at the permanent or mother
organisation in six ways. Because of the interrelation of these aspects, a change in one of the
elements will nearly always exert an influence on the other aspects.
1. Structure: the distribution of the formal and informal tasks, responsibilities and powers within
the organisational structure is visualised by means of an organisational chart.
2. Culture: the system of implicit and explicit patterns of thinking, feeling and acting, patterns which
are supported by the people who the organisation consists of.
3. Management style: the characteristic patterns of behaviour of the management at all levels
within the organisation, which arise from the understanding of one’s job and the view on
humankind and society.
4. Personnel: the type of people within the organisation and their abilities and skills, also referred
to as human capital.
5. Systems: the information and communication systems and processes within the organisation that
accommodate the functioning of the organisation: controlling and adjusting.
6. Strategy: the way in which set objectives are reached.
7.2 The organisational structure
, To bring the total set of activities of an organisation under control, the activities that more or less
cohere internally are clustered together into groups. The structure of an organisation indicated how
these organisational units relate to each other.
The embedding of the project organisation within the permanent organisation
The traditional structure of the permanent organisation is hierarchical. If there is no clarity with
reference to tasks, responsibilities and power, tensions can be a result.
The are three managerial influences that can have an effect on an employee. The functional influence
(F) refers to the development and application of the technical expertise of the employee. The
hierarchal influence (H) focuses on the employee as a subordinate. The operational influence (O) is
concerned with the concrete task that the employee is expected to fulfil.
The organisational structure of the project itself
With respect to the organisation of activities within a project, what is important is that the staffing,
tasks and responsibilities are structured. For some projects it is sufficient to summarise what the
tasks, responsibilities and powers are in what is called a schedule for the allocation of tasks. This
summary needs to be discussed with everyone concerned.
Working groups or departments focus on content-related, partial results of the project. The business
aspects of the project are executed by the project leader of his assistants. These aspects can also be
observed by team members who consider these to be their own specific tasks, or who do this in
addition to their content-related task within the project.
When there is a case of dual leadership within a project, the division of tasks, responsibilities and
powers between both leaders needs to be clearly established.
The organisational structure for multiple projects
When a number of related projects are developed and executed, they can be accommodated
organisationally within what is known as a programme structure.
When the basic shape of the organisational structure of the project itself has been determined, often
it is still necessary to establish the tasks, responsibilities and power for the individual employees.
When assigning tasks it is important to strive for an integral set of job responsibilities. When a task is
too specialised, there is a great danger of people withdrawing onto their own island and missing the
overall view on the project and the synergy between the components.
7.3 The three main characters
The three main characters in every project are the client, the agent and the project manager.
The client
We have to take into consideration that we might be dealing with both clients from outside and
clients from within the organisation. An external client rarely takes a professional view with respect
to project management. The role the client has to play, involves more than just being the initiator or
the financial backer. One can expect from a client that he is involved with the project during the
whole process. A good client should commit himself to the project emotionally and should have the
courage to take calculated risks. Whenever possible a single client is preferable. This promotes speed
and unity of control. The one who is the most obvious candidate for the position of client is the
Voordelen van het kopen van samenvattingen bij Stuvia op een rij:
Verzekerd van kwaliteit door reviews
Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!
Snel en makkelijk kopen
Je betaalt supersnel en eenmalig met iDeal, creditcard of Stuvia-tegoed voor de samenvatting. Zonder lidmaatschap.
Focus op de essentie
Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!
Veelgestelde vragen
Wat krijg ik als ik dit document koop?
Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.
Tevredenheidsgarantie: hoe werkt dat?
Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.
Van wie koop ik deze samenvatting?
Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper tessaraeven. Stuvia faciliteert de betaling aan de verkoper.
Zit ik meteen vast aan een abonnement?
Nee, je koopt alleen deze samenvatting voor €3,69. Je zit daarna nergens aan vast.
Is Stuvia te vertrouwen?
4,6 sterren op Google & Trustpilot (+1000 reviews)
Afgelopen 30 dagen zijn er 71947 samenvattingen verkocht
Opgericht in 2010, al 14 jaar dé plek om samenvattingen te kopen