Project Management Organization & Structure, Leadership ,Project Team Building and Ethics

Chapter 5- Project Organization Leadership -Team Building 5-1 Project Management Organization & Structure 5-2 Leadership -Power, Delegating, Vision & Mission, Motivation, Feedbacks, Communication 5-3 Project Team Building – Trust, Decision Making 5-4 Ethics- NSPE Code of Ethics, Case Studies 1 Author: Prof. Tomas Ganiron Jr

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5-1 Project Management Organization & Structure

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Organizing Defined It is a management function which refers to “ the structuring of resources and activities to accomplish objective in an efficient and effective manner.

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PURPOSE OF STRUCTURE

1. It defines the relationship between tasks and authority for individuals and departments.

2. It defines formal reporting relationships , the number of levels in the hierarchy of the organization, and the span of control.

3. It defines the groupings of individuals into departments and departments into organization.

4. It defines the system to effect coordination of effort in both vertical(authority) and horizontal (tasks) directions.

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* When

structuring an organization, the PM, must be concerned with the following: 1. Division of labor- determining the scope of work and how it is combined in a job.

2. Delegation of authority- the process of assigning various degrees of decision-making authority to subordinate.

3. Departmentation- the grouping of related jobs, activities, or processes into major organizational subunits.

4. Span of control- the number of people who report directly to a given manager.

5. Coordination- the linking of activities in the organization that serves to achieve a common goal or objective.

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Types of Organizational Structures

Functional Organization

Dedicated project team Matrix structures Project Organzation

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Functional Organization This is a form of departmentalization in which everyone engaged in one functional activity such as engineering or marketing or manufacturing, is grouped into one unit.

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Functional Organization Advantages : Project is completed within the basis functional structure of the parent organization. The decision making is centralized, providing a unified direction from the top. Communication and coordination among employees within each department are excellent. The organization is provided with in depth skill specialization and development. Employees are provided with career progress within functional departments. The structure promotes high quality technical problem solving.

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Functional Organization Disadvantages: Decisions involving more than one department pile up at the top management level and are often delayed. Work specialization and division of labor, which are stressed in a functional organization , produce routine, non motivating staff tasks Difficult to identify which section or group is responsible for certain problems. There is limited general management training for staff. Communication and coordination between the departments are often poor.

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Dedicated Project Team The dedicated project team is the creation of independent unit and operate separately of its parent organization

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Dedicated Project Team Advantages : The dedicated project team remains intact with the project Participant devote their full attention to the project  High level of motivation and cohesiveness because participants share a common goal and personal responsibility toward the project and its team.

Disadvantages : Created an extra unit to complete project is expensive Resources are affected on a full time basis The transition back to the participant to their original functional department  could be difficult

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Matrix Organization  It is a structure with two (or more) channels of command, two line of budget authority and two sources of performance and reward.  This is designed to keep staff in a central pool

and to allocate them to various projects in the firm according to the length of time they were needed.

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Matrix Organization Structure

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Matrix Organization Structure Advantages : Resources can be shared across multiple projects as well with functional divisions. There is flexibility and adaptability to changing environment. The development of both general and functional skills are present. There is interdisciplinary cooperation and any expertise is available to all divisions. There are enlarged tasks for employees which motivate them better.

Disadvantages : There is a frustration and confusion from dual chain of command. There is a high conflict between divisional and functional interest. There are many meetings and more discussion than action. There is a need for human relations training for key staffs and managers. There is a tendency for power dominance by one side of matrix.

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Project Organization Structure * The most convenient for organization strategy based on Project

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Project Organization Advantages : Line authority for a project is clearly designated providing a single focal point for project management All full time personnel are formally assigned to the project  Project manager is often of equal or greater rank than the functional manager The project has access to the entire reservoir technology and expertise of functional Division Disadvantages : A major difficulty in this kind of organization is the uncertainty these people feel about their position when the project is completed Author: Prof. Tomas Ganiron Jr

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Definition of Leadership It is referred to as the process of influencing and supporting others to work enthusiastically toward achieving objectives.

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Leadership Skills 1. Technical Skills: These skills are specialized knowledge needed to perform a job. (Ex. Design structural members using ETABS, Install and maintain electrical facilities & equipment.)

2. Human Skills: These skills refer to the ability of a leader to deal with people both inside and outside the organization.

3. Conceptual Skills: These skills refer to the ability to think in abstract terms, to see how parts fit together to form the whole. (Generalization, solving problems, decision making, make a summary).

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How to Delegate for Growth and Performance of Your Staff?

1. Delegate the whole task to one person.

2. Select the right person to delegate to.

3. Clearly specify your preferred results.

4. Delegate responsibility and authority – assign the task, not the method to accomplish it.

5. Ask the person to summarize back to you, a description of the results you prefer.

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How to Delegate for Growth and Performance of Your Employees?

6. Get ongoing non-intrusive feedback about progress on the project.

7. Maintain open lines of communication.

8. If you are not satisfied with the progress, do not do the task yourself!

9 Evaluate and reward the person’s performance.

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Defining Mission Statement It is define the organization's purpose and primary objectives. Its prime function is internal – to define the key measure or measures of the organization's success – and its prime audience is the leadership team and stockholders.

Example of Mission Statement “The electrical engineering department seeks to meet the needs of the Saudi society and the region with outstanding electrical engineering programs in education, research, and community service”.

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STAFFING THE ENGINEERING ORGANIZATION

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DEFINITION OF STAFFING It is defined as the management function that determines human resource needs, recruits, selects, trains, and develops human resources for jobs created by an organization

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THE STAFFING PROCEDURE 1. Human Resource Planning 2. Recruitment 3. Selection 4. Induction and Orientation 5. Training and Development 6. Performance Appraisal 7. Employment Decisions (monetary rewards, transfers, promotions and demotions).

8. Separations

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1. Human Resource Planning Human Resource Planning Activities 1. Forecasting-

which is an assessment of future human resource needs in relation to the current capabilities of the organization.

2.Programming-which means translating the forecasted human resource needs to personnel objectives and goals.

3. Evaluation and control-which refers to monitoring human resource action plans and evaluating their success.

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2. Recruitment This refers to attracting qualified persons to apply for vacant positions in the company so that those who are best suited to serves the company may be selected.

3. Selection This refers to the act of choosing from those that are available the individuals most likely to succeed on the job.

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4. Induction and Orientation In induction, the new staff is provided with the necessary information about the company. His duties and responsibilities, and benefits are filled up, and passes are issued. The company history, its products and services , and the organization structure are explained to the new employee.

In orientation, the new staff, is introduced to the immediate working environment and co-workers. The following are discussed: location, rules, equipment, procedures, training plans and performance expectations.

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5. Training and Development Training This refers to the learning that is provided in order to improve performance on the present job.

6. Performance Appraisal This is the measurement of employee performance.

Purpose * To influence, in a positive manner, staff performance and development. * To determine merit pay increases * To plan for future performance goals. * To determine training and development needs. * To assess the promotional potential of staff.

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7. Performance Appraisal This is the measurement of staff performance.

8. Separation This is either voluntary or involuntary termination of staff. •When made voluntarily, the organization’s management must find out the real reason. If the presence of a defect in the organization is determine, corrective action is necessary. * Involuntary separation(or termination) is the last option that the management exercises when a staff performance is poor or when he/she committed an act violating the company rules and regulations.

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Definition of Motivation * This refers to the act of giving employees reasons or incentives to work to achieve organizational objectives. * This refers to the process of activating behavior, sustaining it, and directing it toward a particular goal.

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FACTORS CONTRIBUTING TO MOTIVATION

1.Willingness to do a job.

2.Self confidence in carrying out a task.

3.Needs satisfaction THEORY OF MOTIVATION 1. Maslow’s needs hierarchy theory 2. Herzberg’s two factor theory

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Maslow’s Need Hierarchy Theory Abraham, Maslow, a psychologist, theorized that human beings have five basic needs which are as follows: food, shelter and clothing, social security, socialization and self-actualization

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Herzberg’s Two Factor Theory This is developed by Frederick Herzberg’s indicating that a satisfied staff is motivated from within to work harder and that a dissatisfied staff is not self-motivated.

Herzberg identified two classes of factors associated with staff satisfaction and dissatisfaction.

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Module Overview Definition of Feedback Positive feedback Constructive feedback

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What is feedback?

Feedback is an essential part of education and training programs It helps learners to maximize their potential at different stages of training, raise their awareness of strengths and areas for improvement, and identify actions to be taken to improve performance.

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How To Give Positive Feedback ?

1. Do it now. Positive feedback is too important to let slide.

Say something right away.

2. Make it public. While negative feedback should be given privately, positive feedback should be given publicly.

Do it in front of as large a group as appropriate.

3. Be specific. Don't just say "Good job, Sally." Instead say something like "Hakim, that new procedure you developed for routing service calls has really improved our customer satisfaction. Thanks for coming up with�.

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How To Give Positive Feedback ?

4.Make a big deal out of it. You don't want to assemble the entire company every time you give positive feedback, but do as much ceremony as the action warrants.

5.Consider the receiver. It is important to consider the feeling of the person receiving the recognition. For a very shy person, thanking him in front of his workgroup is probably most appropriate. For another person, you might hang a banner, balloons, and streamers in the department area.

6.Do it often. Don't wait for the big successes. Celebrate the small ones too Author: Prof. Tomas Ganiron Jr

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What is constructive feedback? •A feedback that increases self-awareness, offers options and encourages development learning to both give and receive. •A feedback does not mean only giving positive feedback. Negative feedback, given skillfully, can be very important and useful.

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How To Give Constructive Feedback ?

1. Start

with the positive 2. Be specific 3. Refer to behavior that can be changed 4. Offer alternatives 5. Be descriptive rather than evaluative 6. Own the feedback 7. Leaving the recipient with a choice

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Definition of Communication A process of sharing information through symbols , including words and messages.

Techniques for Communicating in Organizations 1. Downward Communication 2. Downward Communication 3. Horizontal Communication

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Definition of Upward Communication *This refers to messages flows from lower positions to persons in higher positions.

Among the purposes of upward communication are: 1. Provide information on work progress.

2. Problems encountered.

3. Suggestions for improving output.

4. Personal feelings about work and non-work activities.

Concerns: 1. Problems & exceptions 4. Grievances & disputes 2. Suggestions for improvement. 5. Performance reports.

3. Financial & Accounting Information Author: Prof. Tomas Ganiron Jr

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Definition of Downward Communication *This refers to messages flows from higher levels of authority to lower levels.

Among the purposes of downward communication are: 1. To give instructions 2. To provide information about policies and procedures.

3. To give feedback about performance.

4. To motivate.

Concerns: 1. Implementation of goals, strategies and objectives.

2. Job instructions 3. Procedures and practices.

4. Performance feedback Author: Prof. Tomas Ganiron Jr

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Definition of Horizontal Communication *This refers to messages flows sent to individuals or groups from another of the same organizational level or position.

Among the purposes of horizontal communication are: 1. To coordinate activities between departments 2. To persuade others at the same level of organization 3. To pass on information about activities or feelings.

Concerns: 1. Interdepartmental coordination.

2. Intradepartmental problem-solving.

3. Staff advice to the departments.

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An Expanded Definition of Trust  A willingness to be vulnerable to the actions of another  A degree of confidence that positive expectations will be met  Taking action based on another’s word  A belief in the goodwill of another toward you

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Evidence of Trust  Lack of monitoring

 Unselfishness  Openness  Risk-taking

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5-4 Ethics Defining Ethics  synonyms for “morally correct” or justified - set

of justified moral principles of obligation, rights, and ideals.  particular beliefs or attitudes concerning morality.  an activity of understanding moral values, resolving moral issues, and justifying moral judgments Author: Prof. Tomas Ganiron Jr

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Defining Engineering Ethics The study of the moral values, issues, and decisions involved in engineering practice.

The moral values take on forms including responsibilities, ideals, character traits, social policies, and relationships desirable from individuals and corporations engaged in engineering.

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Questionable Engineering Practices  Trimming – “smoothing of irregularities to make data    

look extremely accurate and precise” Cooking – “retaining only those results that fit the theory and discarding others”.

Forging – “ inventing some or all of the research data…”

Plagiarism – misappropriating intellectual property.

Conflicts of interest (such as accepting gifts.)  actual  potential  apparent

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Ethics and Practicing Engineering

Global Environment

Industry & Other Firms

Engineering Firm Engineer Manager Colleagues

Engineering Profession

Family

Clients or Consumers

Law, Government & Public Author: Prof. Tomas Ganiron Jr

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NSPE Code of Ethics Preliminary Thoughts

Why even have a Code of Ethics?

• Engineering as a learned Profession.

• Obligation to the highest standards of honesty and integrity.

• Health, safety and welfare of the public.

• Obligation to each other as professional engineers to meet these high standards.

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Evolution of the NSPE Code of Ethics How did we get to where we are today?  An emphasis on ethics among engineers dates back to the end of the 19th century.  The first reference to a Society Code of Ethics is found in the May 1935 issue of The American Engineer. It is not clear whether NSPE's Board of Directors ever adopted or acted upon the suggested Code of Ethics

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Four Sections of the Code of Ethics for Engineers

1. Preamble – Answers the question “Why have a Code of Ethics?”

2. Fundamental Canons – Describes the “bedrock” principles or fundamental obligations of Professional Engineers

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Four Sections of the Code of Ethics for Engineers 3. Rules of Practice – Describes the fundamental rules that govern the professional practice of engineering 4. Professional Obligations – Describes the standards of professional conduct for Professional Engineers

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Preamble Engineering is an important and learned profession. As members of this profession, engineers are expected to exhibit the highest standards of honesty and integrity. Engineering has a direct and vital impact on the quality of life for all people.

Accordingly, the services provided by engineers require honesty, impartiality, fairness, and equity, and must be dedicated to the protection of the public health, safety, and welfare. Engineers must perform under a standard of professional behavior that requires adherence to the highest principles of ethical conduct.

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I.

Fundamental Canons

Engineers, in the fulfillment of their professional duties, shall: 1. Hold paramount the safety, health, and welfare of the public.

2. Perform services only in areas of their competence.

3. Issue public statements only in an objective and truthful manner.

4. Act for each employer or client as faithful agents or trustees.

5. Avoid deceptive acts.

6. Conduct themselves honorably, responsibly, ethically, and lawfully so as to enhance the honor, reputation, and usefulness of the profession.

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II.

Rules of Practice

II.1 Engineers shall hold paramount the safety, health and welfare of the public.      

Engineering judgment overruled under circumstances that endanger life or property must be reported to their employer, client and other authority as appropriate.

Only approve work that is in conformance with applicable standards.

Engineers shall not reveal confidential information except as required by law or Code.

Engineers shall not associate in fraudulent or dishonest enterprise.

Engineers shall not aid unlawful practice of engineering Engineers shall report violations of the Code.

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II.

Rules of Practice

II.2 Engineers shall perform services only in the area of their competence.    

Only accept assignments you are qualified for.

Don’t stamp documents that you are not qualified to stamp.

Don’t stamp documents not prepared under your direction and control.

Engineers can assume responsibility for coordination of an entire project and sign and seal the documents, provided that each technical segment is signed and sealed only by the qualified engineers who prepared the segment.

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II.

Rules of Practice

II.3 Engineers shall issue public statements only in an objective and truthful manner.  



Be objective and truthful (factual) in reports, statements and testimony. Include all relevant information.

Engineers may express technical opinions that are founded on knowledge of the facts.

Engineers shall make no statements, criticisms or arguments on technical matters that are inspired or paid for by interested parties, without first divulging the interest.

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II.

Rules of Practice

II.4 Engineers shall act for each employer or client as faithful agents or trustees. 

   

Engineers shall disclose all known or potential conflicts of interest.

Engineers shall not accept compensation from more than one party for services on the same project.

Engineers shall not solicit or accept consideration from outside agents in connection with the work for which they are responsible.

Engineers in public service shall not participate in decisions with respect to services solicited or provided by them in their public or private practice.

Engineers shall not accept a contract from a governmental body on which a principle or officer of their organization serves as a member.

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II.

Rules of Practice

II.5 Engineers shall avoid deceptive acts.    

Engineers shall not falsify their qualifications or permit misrepresentation of their or their associates’ qualifications.

Engineers shall not offer, give, solicit or receive any contribution to influence the award of a contract by public authority.

Engineers shall not offer gifts to secure work.

Engineers shall not pay a commission or brokerage fee to secure work, except to a bona fide employee or established commercial or marketing agencies retained by them.

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III.

Professional Obligations

III.1 Engineers shall be guided in all relations by the highest standards of honesty and integrity.     

Engineers shall acknowledge their errors and not distort facts.

Engineers shall advise their employer and client if they feel a project will not be successful.

Engineers shall not accept outside employment that is detrimental to their regular work or interest.

Engineers shall not attempt to attract engineers from other employers by false or misleading premises.

Engineers shall not promote their interests at the expense of the dignity and integrity of the profession.

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III.

Professional Obligations

III.2 Engineers shall at all times strive to serve the public interest. 



 

Engineers are encouraged to participate in civic affairs and work for the advancement of the safety, health and well-being of their community.

Engineers shall not complete, sign or seal plans and/or specifications that are not in conformity with applicable engineering standards.

Engineers are encouraged to extend public knowledge and promote engineering and its achievements.

Engineers are encouraged to adhere to the principles of sustainable development(1) in order to protect the environment for future generations.

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III.

Professional Obligations

III.3 Engineers shall avoid all conduct or practice that deceives the public.   

Engineers shall avoid the use of statements containing a material misrepresentation of fact or omitting a material fact.

Consistent with the foregoing, engineers may advertise for recruitment of personnel.

Consistent with the foregoing, engineers may prepare articles for the lay or technical press, but such articles shall not imply credit to the author for work performed by others.

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III.

Professional Obligations

III.4 Engineers shall not disclose, without consent, confidential information concerning the business affairs or technical processes of any present or former client or employer, or public body on which they serve. 



Engineers shall not, without the consent of all interested parties, promote or arrange for new employment or practice in connection with a specific project for which the engineer has gained a particular specialized knowledge.

Engineers shall not, without the consent of all interested parties, participate or represent an adversary interest in connection with a specific project or proceeding in which the engineer has gained particular specialized knowledge on behalf of a former client or employer.

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III.

Professional Obligations

III.5 Engineers shall not be influenced in their professional duties by conflicting interests. 



Engineers shall not accept financial or other considerations, including free engineering designs, from material or equipment suppliers for specifying their product.

Engineers shall not accept commissions or allowances, directly or indirectly from contractors or other parties dealing with clients or employers of the engineer in connection with the work for which the engineer is responsible.

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III.

Professional Obligations

III.6 Engineers shall not attempt to obtain employment or advancement or professional engagement by untruthfully criticizing other engineers, or by other improper or questionable methods. 





Engineers shall not request, propose or accept a commission on contingent basis under circumstances in which their judgment may be compromised.

Engineers in salaried positions shall accept part-time engineering work only to the extent consistent with the policies of the employer and in accordance with ethical considerations.

Engineers shall not, without consent, use equipment, supplies, laboratory or office facilities of an employer to carry on outside private practice.

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III.

Professional Obligations

III.7 Engineers shall not attempt to injure, maliciously or falsely, directly or indirectly, the professional reputation, prospects, practice or employment of other engineers.

Engineers who believe others are guilty of unethical or illegal practice shall present such information to the proper authority for action. 



Engineers in private practice shall not review the work of another engineer for the same client, except with the knowledge of such engineer, or unless the connection of such engineer with the work has been terminated.

Engineers in government, industrial, or educational employ are entitled to review and evaluate the work or other engineers when so required by their employment duties.

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III.

Professional Obligations

III.7 Engineers shall not‌to the proper authority for action. (continued from previous page) 

Engineers in sales or industrial employ are entitled to make engineering comparisons of represented products with products of other suppliers.

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III.

Professional Obligations

III.8 Engineers shall accept personal responsibility for their professional activities, provided however that engineers may seek indemnification for services arising out of their practice for other than gross negligence, where the engineer’s interests cannot otherwise be protected.  

Engineers shall conform with state registration laws in the practice of engineering.

Engineers shall not use association with a non-engineer, a corporation or partnership as a “cloak” for unethical acts.

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III.

Professional Obligations

III.9 Engineers shall give credit for engineering work to those to whom credit is due, and will recognize the propriety interests of others. 





Engineers shall name the person or persons who may be individually responsible for designs, inventions, writings, or other accomplishments.

Engineers using designs supplied by a client recognize that the designs remain the property of the client and may not be duplicated by engineer for others without express permission.

Engineers, before undertaking work…that may justify copyrights or patents, should enter into a positive agreement concerning ownership.

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III.

Professional Obligations

III.9 Engineers shall give…propriety interests of others. (continued from previous page) 



Engineer’s designs, data records, and notes referring exclusively to an employer’s work are the employer’s property. The employer should indemnify the engineer for use of the information for any purpose other than the original purpose.

Engineers shall continue their professional development throughout their careers and should keep current in their specialty fields by engaging in professional practice, participating in continuing education courses, reading in the technical literature and attending professional meetings and seminars.

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BER Case 04-5 Obligations of Engineer Relating to Environmental Concerns Facts:  A company previously cited for environmental law violations seeks a variance from the state because the cost to comply is too high.

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BER Case 04-5 Facts cont’d:  Engineer A is over-ruled and is told to issue the variance.  It is Engineer A’s responsibility to testify at the state pollution control board hearing describing the technical grounds for approving the request.

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BER Case 04-5 What are Engineer A’s obligations under these circumstances?

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Reference NSPE Code of Ethics Section I.1.

Engineers shall hold paramount the safety, health and welfare of the public.

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Reference NSPE Code of Ethics Section II.1.a.

If engineers' judgment is overruled under circumstances that endanger life or property, they shall notify their employer or client and such other authority as may be appropriate.

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Reference NSPE Code of Ethics Section II.1.a.

If engineers' judgment is overruled under circumstances that endanger life or property, they shall notify their employer or client and such other authority as may be appropriate.

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Reference NSPE Code of Ethics Section II.3.a.

Engineers shall be objective and truthful in professional reports, statements, or testimony.

They shall include all relevant and pertinent information in such reports, statements, or testimony, which should bear the date indicating when it was current.

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BER Case 04-5 Conclusion: Engineer A has an obligation to provide a recommendation to superiors based upon the available technical data and Engineer A’s best professional judgment. If the superiors reject the recommendation, it would be unethical for Engineer A to testify in favor of the variance.

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BER Case 07-11 Obligation of Engineer Relating to PreExisting Non-Conforming Work Facts:  Client X had the property built without obtaining the necessary plumbing, electrical, structural, and mechanical permits and code approvals.

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BER Case 07-11 Facts cont’d:  The structure is used for the storage of materials and equipment but is usually not intended for human habitation or use, other than for delivery and servicing.  Engineer A is retained by Client X to prepare drawings and plans for a structure on Client X’s property.

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BER Case 07-11 Facts cont’d:  During the course of Engineer A performing services for Client X, Client X mentions to Engineer A that there is an existing structure on the property that required permits and approvals to be constructed.

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BER Case 07-11

What is Engineer A’s ethical obligation under the circumstances?

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BER Case 07-11 Section II.1.

Engineers shall hold paramount the safety, health, and welfare of the public.

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BER Case 07-11 Section II.1.c.

Engineers shall not reveal facts, data, or information without the prior consent of the client or employer except as authorized or required by law or this Code.

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BER Case 07-11 Section II.1.e.

Engineers shall not aid or abet the unlawful practice of engineering by a person or firm.

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Discussion

 Summary Q &A  Conclusions Author: Prof. Tomas Ganiron Jr

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NSPE Resources  BER Cases (available on the web)  Gilbane Gold (video presentation)  Incident at Morales (video presentation)  Milton F. Lunch Ethics Contest

 Board of Ethical Review (meets 2x / year)  Art Schwartz, NSPE General Counsel

aschwartz@nspe.org

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