The New World of Work: The “Projectized” Organization
Organizations must adapt to a suitable structure to achieve their business goals, whether that be a functional, projectized, matrix, or other types of structure. In projectized organizations, resources are utilized by the project work. These organizations are only interested in project work. Usually, they have a few small, functional departments that support activities. Examples include admin, accounting, and human resources, for example. A projectized organization has to be dynamic for its survival. They always have to compete with other organizations to win bids. If their quote is high or technically inferior, they will lose the contract.
Who Owns the Work on a Project: The RACI Approach
In this workshop, we will practice using a RACI (responsible/accountable/consulted/informed) chart to get the whole team “on the same page.” We will learn how to use a RACI chart to focus and document agreement on who is RACI roles, and at what level of involvement, for what in a project. Using a RACI diagram can help balance work loads, ensure accountability for tasks and eliminate wasteful duplication of effort, while helping us keep a project on track and result in project success.
Identifying and Managing a Project’s Critical Path
The workplace is becoming more “projectized,” meaning that more and more work has a defined beginning and end. A project, by definition, has many facets and corresponding activities associated with completing it. However, there is one set of activities that, if let slip, will result in a project either being delayed, overrunning costs, or sacrificing quality. This set of activities is the critical path. As a manager, you are no doubt overseeing many projects at one time. This module will help you to evaluate the projects executing concurrently among members of your team and quickly know how to identify the critical path so you can manage them to on time, on quality, on budget completion.