Week 4: Organizational structure and culture

Hey there, how are you feeling so far? We’re nearing the end of this course. And honestly, you’ve done a great job. Previously, we talked about the life
cycle of a project, the task breakdown of phases, and some
different methodologies you can use as a project manager to help
ensure your project success. You also heard from my colleagues about
some of the ways we manage projects at Google. Here, you’ll learn about organizational
structure and culture and how they impact the way you set up and
execute your project. I’ll describe some common
types of structures that you’re likely to encounter during
your project management career. You’ll also learn about change management, which refers to the way you present
the final project to the organization and get them to accept and
implement your project outcome. These are important elements to ensure
that your project is adopted and lives on. Are you ready?
Let’s get into these concepts.

Navigating the Maze: A Guide to Organizational Structure and the Project Manager’s Role

As a project manager, understanding your place within the company’s organizational structure is crucial to your success. It dictates who you report to, who you collaborate with, and how you approach project execution. So, grab your compass, and let’s explore this intricate landscape!

1. Demystifying Organizational Structure:

Imagine a company as a building. Its structure is the blueprint, detailing how floors (departments), rooms (teams), and hallways (communication channels) are laid out. There are two main types:

• Classic (Functional/Top-Down): Think pyramid. The CEO reigns at the top, followed by layers of directors, managers, and individual contributors. It’s like the military chain of command, with information flowing down and reports moving up.
• Matrix: Picture a grid. This structure overlays traditional reporting with cross-functional teams. You still have your direct manager, but you also collaborate with specialists from other departments, like marketing, engineering, or design. Think of it as a web of partnerships.

2. The Project Manager’s Role in Each Structure:

• Classic: Be the “traffic controller” within your assigned function. Communicate regularly with your manager and peers on similar projects. Collaboration happens primarily within your department.
• Matrix: Become a skilled diplomat. Manage communication with both your direct manager and stakeholders from other departments involved in your project. Think of yourself as a bridge between silos.

3. Beyond the Basics:

While Classic and Matrix are common, remember, variety exists! Project Management Offices (PMOs) add another layer of structure, providing centralized project support and resources. And hybrid structures combine elements of different types.

4. Why This Matters:

Knowing your organizational structure:

• Improves communication: You understand who to keep informed and how.
• Streamlines task execution: You know who can authorize decisions and provide resources.
• Boosts collaboration: You identify key partners and navigate potential roadblocks.
• Prepares you for interviews: You ask informed questions about your role and fit within the company.

5. Tips for Success:

• Get an org chart: Visually map out the reporting relationships.
• Ask questions: Don’t hesitate to clarify reporting lines and communication channels.
• Build relationships: Foster connections within your team and across departments.
• Become adaptable: Embrace the dynamic nature of organizational structures.

Remember, understanding your organizational structure empowers you to navigate the project landscape effectively. Use this knowledge to build connections, communicate clearly, and ultimately, steer your projects to success!

Bonus Resources:

• Online org chart templates to map your company’s structure.
• Books and articles on different organizational structures and their impact on project management.
• Networking events to connect with professionals from various departments and gain insights into different structures.

With these tools and the knowledge you gained here, you’re ready to conquer the organizational maze and lead your projects to victory!

Which of the following are part of organizational structure? Select all that apply.

• How job tasks are divided and coordinated
• How the different members of an organization relate to one another

Organizational structure refers to how the company is organized, who does what, and who reports to whom. Understanding this structure can help you figure out where you fit in!

How do the Classic and Matrix organizational structures differ from one another?

The Classic structure follows a traditional, top-down system of reporting. The Matrix structure involves reporting to stakeholders across teams and direct managers.

The Classic grouping has a clear chain of command, whereas the Matrix structure involves a more complex network of reporting.

Welcome back. In this video, I’m going to talk
about the concept of organizational structure and
the project manager’s role within a given structure. Keep in mind that your
role won’t be the same for every team
or organization, because many companies are
structured differently. But this overview will serve as a foundation for
wherever you work. So what is organizational structure? Organizational structure
refers to the way a company or organization
is arranged or structured. This structure also tells you how job tasks are divided and coordinated and how all
the different members of the organization
relate to one another. In other words,
organizational structure gives you a sense of
who reports to who. But organizational structure
is much more than that. Understanding the
different types of organizational structures can serve as a map to help you determine where you fit in, who you should communicate with, and how frequently to
communicate with them. Now that we have a
basic overview of the definition of
organizational structure, let’s look at the various
organizational hierarchies that you may encounter at work. An organization’s structure
is most commonly mapped out using a reporting
chart or “org chart,” which is short for
“organizational chart.” Reporting charts show
the relationship between people and groups
within the organization, and details who each person
or group reports to. There are a few different types of organizational structures. But for this course, we’re
going to focus on two of the more popular ones:
Classic and Matrix. Let’s start with Classic. The Classic grouping
includes what are usually called “functional” or
“top-down” structures. The Classic grouping
follows a typical chain of command where the Chief
Executive Officer, also known as CEO, and other executives
are at the top, followed by directors
or managers, then their direct
reports and so on. Each of these directors or
managers typically oversee teams within their function
of the organization, like marketing, sales,
or human resources. You can see this
type of structure in effect by looking at a
branch of the military. Take the Army, for example. You may enter the
Army as a private, and report up to a sergeant who oversees multiple
people in your squad, and that sergeant
ultimately reports up to a lieutenant and so on. If your organization
works in this structure, as the project manager, you might communicate
regularly with your manager, the person directly above you, and also with your peers who work on the same types
of projects as you. There isn’t always a straightforward,
top-down approach. There are other factors
at play that make organizational structures a bit more complicated than
we can see on paper. For instance, you may have project teams that sit
across different functions. This is common in many
companies, Google included, and is usually referred to
as the Matrix structure. You might think of a
Matrix structure as a grid where you still
have people above you, but you also have people in adjacent departments who expect to hear updates on
your work progress. These people may not
be your direct bosses, but you are responsible
for communicating with them, since they may inform
changes to your work. For example, at Google, we have the major
functions of marketing, sales, and more, with the
traditional reporting chain. But we also have programs
for our products, like Google Search, where project teams consist
of program managers, engineers, user experience
or “UX” designers, and so on, and each team member reports to
their own management chains. Another example is
my organization. It’s called Global Affairs. I have a direct
manager who oversees the work I do and my core role and who is responsible for delivering my
performance reviews. But because I work with multiple people across other
teams and specialties, I often get asked to manage
projects where I’m informally working with lead program managers
in other organizations. Similar to my own manager, I provide updates to
that program manager, seek their approval, and solicit feedback on our
partnership and progress. So to recap, the Classic structure follows a traditional,
top-down system of reporting, and the Matrix structure
has direct higher-ups to report to and stakeholders from other departments
or programs. Knowing which kind of organizational structure
you’re working in plays a major role in
how you prepare for and carry out your project
or even in an interview. During an interview, you
can ask about the type of organizational
structure the company uses and where your
role will fit in. This will help you
and the interviewer communicate clearly about the people you will engage with daily, and the expectations
for the role. In the next course, you’ll hear from a Googler about a third type of structure, Project Management Office,
which you might see in some of the
organizations where you work or interview. Enjoy.

Mastering the Maze: Decoding Organizational Structure for Effective Resource Management

As a project manager, navigating the intricate landscape of organizational structure is crucial for securing the resources you need to steer your projects to success. This guide explores different structures and equips you with strategies to manage resources like a pro!

1. Unveiling the Organizational Blueprint:

Imagine a company as a building. Its organizational structure is the architectural plan, laying out the foundation for resource allocation and decision-making. Let’s delve into two key types:

• Classic (Functional/Top-Down): Think pyramid. Power flows from the CEO at the peak down through layers of directors, managers, and individual contributors. Resources are often controlled by department heads, and project managers may need approvals to access them.
• Matrix: Picture a web. This structure overlays traditional reporting with cross-functional teams. Project managers collaborate with specialists from various departments, sharing and negotiating resources to accomplish project goals.

2. Resource Management Strategies:

Understanding your structure equips you with the right tools:

• Classic: Build strong relationships with department heads and key decision-makers who control resources. Develop persuasive justification for your resource requests and present well-defined project plans.
• Matrix: Master the art of collaboration and negotiation. Communicate effectively with stakeholders from different departments to secure shared resources and prioritize project needs.

3. Beyond the Basics:

While Classic and Matrix are common, remember, variety exists! Project Management Offices (PMOs) can provide centralized resource pools, and hybrid structures combine elements of different types. Adapt your strategies to fit the specific context.

4. Why This Matters:

Effective resource management, powered by your understanding of the structure, leads to:

• Efficient project execution: Accessing the right resources at the right time keeps your project on track.
• Reduced friction: Knowing who controls resources and navigating approval processes smoothly minimizes roadblocks.
• Enhanced stakeholder relationships: Collaboration fosters trust and support from resource providers.
• Improved project outcomes: Utilizing resources effectively boosts project success and impact.

5. Pro Tips for Resource Mavens:

• Map your structure: Visually represent the reporting relationships and resource control points.
• Identify key stakeholders: Pinpoint individuals who hold the keys to the resources you need.
• Develop a persuasive plan: Clearly articulate the project’s value and resource requirements.
• Communicate effectively: Keep stakeholders informed and address concerns proactively.
• Be adaptable: Modify your strategies based on the specific structure and project needs.

Remember, you are a resource detective! By deciphering the organizational structure and applying strategic resource management techniques, you’ll unlock the key to project success. Explore additional resources, engage with colleagues, and sharpen your resource management skills to conquer any organizational maze!

Bonus Resources:

• Online organizational chart templates to map your company’s structure.
• Books and articles on resource management strategies in different organizational structures.
• Case studies of successful project managers who navigated resource challenges in various structures.

With these tools and the knowledge you gained here, you’re ready to become a resource management master and lead your projects to victory!

In which of the following ways can organizational structure impact project management? Select all that apply.

Resource availability

Organizational structure can impact project management through resource availability. Managing a project is a lot easier when the project manager knows how to access the people, equipment, and budget the project needs.

Project manager authority

An organization’s structure impacts the amount of authority given to the project manager. Authority has to do with the project manager’s ability to make decisions for the project that impact the organization.

Hey again, ready to keep going? The previous videos
explained that knowing what kind of organizational
structure you’re working in plays a major role in how you prepare for and carry
out your project. An organization’s
structure provides the framework for accountability
and communication. As the project manager, it’s vital that
you understand who you’re reporting to
on each project, and just as importantly, who the members of
your team report to. Knowing the
organizational structure also tells you how and where to get the resources you’ll need so you can get the
project done efficiently. When you understand the
organization’s structure, you’ll be able to identify how it impacts the way you
manage the project. One way organizational structure can impact the way you manage a project is by the amount of authority given to
the project manager. Authority has to do with your
ability to make decisions for the project that
impact the organization. In some cases, you might have
the authority to do things like select the vendors who provide services or
goods for the project. Other times, you might have a set of vendors
selected for you. Your level of authority and responsibility will vary
from project to project. Another way organizational
structures can impact project management is through
resource availability. Managing a project is a lot easier when you know how
to access the people, equipment, and budget
that you need. Let’s explore how
different structures can affect the way
you manage a project. In a Classic structure, you might find yourself with less authority and
a tighter scope. You may need to rely on getting approval from the
appropriate managers, directors, and department heads in order to move forward
and complete certain tasks. In this case, it’s likely
that these people are in charge of the people on your team and the
resources you need. As a project manager working
in a Classic structure, you may depend on the managers in your organization to
approve resources. In other words, the
amount of people working on your project
or the budget that you have allocated to your
project is decided by the leaders of your
department or function. In a Classic structure, you may have to go through
a chain of approvals and advocate for more resources
if you need them. For example, if you
need a budget increase, you would report this
to your manager. Then your manager might escalate this up to their management
chain to get approval. That’s the Classic structure; a traditional
top-down arrangement of employees and authority. Now, let’s explore
the Matrix structure. The main difference with a Matrix structure is
that employees often have two or more managers or leaders they’ll need
to work with and update. Your team members will have their functional manager and
you, the project manager. If members are working
on multiple projects, they may have even more managers. This can affect your authority
as a project manager, as you will need
to cooperate with more than one leader
in the organization. You may need to share resources
and negotiate priorities. The key is to make
sure you know who your stakeholders are
and who controls what since the chain of
command isn’t always as clearly defined as in
the Classic structure. Because there isn’t
always a clear chain of command in a Matrix structure, you need to make sure
you have identified and communicated with
anyone you might need to report to
and get approval from well before
the project begins. Once this is established though, your project within
a Matrix structure should be able to
run efficiently. Matrix structures emphasize
a strong project focus from the team and
the organization. You as the project manager, generally have more
autonomy to make decisions and gather
resources as needed. As I hope you’ve noticed, the way an organization is structured can have a big impact on the planning and execution
of your project. Understanding all of
this will help you run and manage a project
much more efficiently. Next, I’ll tell you about
organizational culture, another factor that
impacts how you manage your project.
Catch you in a bit.

Hi. I’m Lan. I’m a director of program management at Google. A program management
director has a team of project managers to help execute and bring
products to our users. I work on the project
management team, or the PMO team, for a group called Geo. In Geo, we bring geospatial
products to our users, things like Google
Maps and Google Earth. The team that I’m a part of
actually works on all of the data and imagery that
powers all of those products. A project management office is a team of project managers. We are a group that coordinates all of the different parts
of a project together, including folks who
work on our product, engineers, and many
business functions. We help bring all of
those ideas to life. My role specifically
in working in a PMO is ensuring that
we’re connecting all of the different parks
that are associated with projects to ensure that they’re
all connected together. Sometimes we find out when
projects are happening, there’s a piece of it here
and a piece of it there, and they may not even
know about each other. One of the most
critical things that project managers get
to do is they get to have a bird’s eye view of everything that’s
happening in a project. That’s a lot of my
role and what I’m working on with my
team is ensuring that all of the pieces
that need to connect together actually do
connect together. I’ve had many different
roles inside of many different PMOs
inside my career, all the way from
taking just a piece of a part of a project when I was
really early in my career. Then expanded that into taking a full end-to-end project,
which were smaller. Then building up my career
and then moving into really large complex projects. At each stage of these, I had loved every piece of it. Even from the time that I had
only a part of a project, I got to go really
deep inside of some of those
technologies and have really deep and
meaningful relationships with the teams that
I’ve been working with. That’s not always possible
when you’re working on a really large project that
has hundreds of people, you won’t be able to develop deep relationships
across that large group. On the flip side,
when you’re working on a large complex project, you get to see all of the
different gears turning inside of a large ecosystem of
things that are happening. But that took a long time
in my career to build it. But at each phase of it, I realized I was learning a little bit more and
I was learning how to work a little
bit more broadly and think a little
bit more differently. But really ensuring, how
do you continue to keep the execution and rigor of a project to ensure that
ideas were coming to life. One of the biggest benefits
I see in working in a PMO is that you get to share a lot of best practices
with each other. One of the downside, I think, for project management is typically we don’t get
to work with each other, because we’re working
with a lot of client teams and we’re working
with other disciplines. But a huge benefit in working in a PMO is that you get to connect with other project managers
where you can share your challenges and see how somebody else had
gotten through it, or you can share
templates or tools that you may take time
to develop on your own, but somebody else
already has handy, so you can borrow their
tool for your own use. But the best part is
you have a community of people who think the same way about problems
in a very methodical, in a very task-oriented, in a very action-oriented
and goal-oriented way, which is not typically
true if you’re working across all other
disciplines all the time.

Tutorial: Organizational Culture for Project Managers

Introduction:

Project success isn’t just about deliverables and timelines. It’s also about navigating human dynamics within the organization. This is where understanding and influencing organizational culture becomes crucial for project managers. This tutorial will equip you with the knowledge and strategies to leverage organizational culture for smoother project execution and increased success.

What is Organizational Culture?

Think of organizational culture as the company’s DNA. It shapes how people interact, make decisions, and approach work. It encompasses shared values, beliefs, norms, and traditions that define the way things get done around there. Understanding this DNA is vital for navigating the landscape of your project.

Why is it Important for Project Managers?

A deep understanding of the organizational culture allows you to:

• Build trust and rapport: Knowing how people typically communicate and interact helps you build relationships and gain their buy-in.
• Minimize conflict: By anticipating potential cultural clashes, you can address them proactively and keep the project on track.
• Increase engagement and motivation: Aligning your project goals with the company’s values and priorities motivates employees and fosters ownership.
• Communicate effectively: Tailoring your communication style to the company’s preferred methods ensures clear and effective message delivery.
• Adapt your management approach: Different cultures may require different leadership styles. Understanding the existing structure helps you adapt your approach for better collaboration.

Clues to Organizational Culture:

There are several ways to gain insights into the organizational culture:

• Formal documents: The company’s mission statement, core values, and employee handbook offer clues about their priorities and guiding principles.
• Leadership observations: Pay attention to how leaders make decisions, communicate, and interact with employees. This will reveal leadership styles and decision-making norms.
• Employee interactions: Observe how employees interact with each other, both formally and informally. This can reveal communication styles, collaboration patterns, and team dynamics.
• Unofficial norms and rituals: Look for unspoken rules, traditions, and social events that employees participate in. These can reveal underlying values and how the company fosters connection.

Strategies for Navigating Organizational Culture:

• Ask questions: Don’t shy away from asking your colleagues and stakeholders about the company culture. They can provide valuable insights into how things work and what you need to know.
• Be a keen observer: Pay attention to subtle cues like office layout, dress code, communication styles, and employee behavior. These can reveal much about the cultural values and norms.
• Adapt your approach: Be flexible and adjust your leadership style, communication strategies, and decision-making processes to align with the existing culture.
• Be a champion of inclusion: Celebrate diversity and encourage participation from all team members. This fosters a sense of belonging and promotes collaboration across cultural differences.
• Promote cultural awareness: Encourage team-building activities and open communication to bridge cultural gaps and strengthen understanding within the team.

Remember:

• Every organization has its unique culture. There’s no one-size-fits-all approach.
• Building trust and respect is key to influencing and navigating the culture.
• Be a learner, an observer, and an adapter. Be willing to adjust your style to fit the environment.
• Communication is crucial. Keep the lines of communication open and address any cultural challenges head-on.

By adopting these strategies and actively engaging with the organizational culture, you can become a more effective project manager, build stronger relationships within the team, and ultimately achieve greater project success.

Additional Resources:

• Books: “Organizational Culture and Performance” by Edgar Schein, “The Culture Code” by Daniel Coyle
• Articles: “Decoding Company Culture” from Harvard Business Review, “Understanding Organizational Culture” from Forbes
• Online courses: “Organizational Culture for Leaders” from LinkedIn Learning, “Building Successful Teams in Different Cultures” from Udemy

Remember, mastering organizational culture is an ongoing journey. Embrace the learning process, adapt your approach, and leverage this knowledge to become a leader who thrives in any organizational environment.

I hope this tutorial provides a valuable starting point for your journey to understand and navigate organizational culture as a project manager. Good luck!

What can provide clues to an organization's culture? Select all that apply.

Mission, Values

An organization’s mission and values provide clues to its culture. Culture guides what an organization’s people value, how they operate, how they relate to one another, and how they can be expected to perform.

Hey again, let’s begin with
two quick questions. What do you know about culture,
and how do you define culture? When I hear the term culture, the first
things that come to mind are things like languages, food,
clothing, and types of dress. It’s important to note that there
are other, maybe less obvious, but just as impactful parts of culture
like beliefs, traditions, and customs. When we learn about someone’s culture,
we gain a much deeper insight and more complete picture into who they
are and how they navigate the world. The same can be true for organizations. An organization’s culture provides
context and acts as a guide for what their people value,
how they operate on a daily basis, how they relate to one another, and
how they can be expected to perform. There are many ways to define
organizational culture. Some definitions emphasize teamwork and
innovation, while others focus on attention
to detail and achievement. Entire thesis papers, workshops, and conferences are dedicated to defining and
analyzing organizational culture. We only have a few minutes here,
so I’ll do my best to sum it up. Organizational culture is in
part the values employees share, as well as the organization’s values,
mission, history, and so on. In other words, organizational culture
can be thought of as the company’s personality. Understanding
an organization’s culture will help you navigate your team more effectively
toward achieving the project’s goal. It also impacts the way
you plan your project. You’ll need to be familiar with
an organization’s culture, so that you can minimize conflict and complete the project with as much
support and harmony as possible. An organization’s mission and
values can provide clues to its culture. If you can demonstrate how the project
supports the company’s mission or how the project aligns
with the company’s values, you’ll have more support from executives
and stakeholders to get the approvals and
resources you need. Pay attention to what leaders in the organization
value when conducting business. Does the management team care
about speed over perfection? How do people within
the organization make decisions? Do they thoroughly examine every
option for every decision? This will help inform which values
are the most important to them and how you can approach your decision-making. If you’re ever stuck in your project and
need guidance about making a certain decision, or are unsure how to communicate
with someone in the organization, reviewing the mission and values may
help direct you toward the right way to handle that situation.
Here’s an example.: if the company values stability and
user feedback, it might encourage expanding the project
timeline to allow for testing and then making decisions based
on those testing results. If the company values innovation and
revenue growth, it might encourage a shorter timeline
to get the product out faster, and taking some risks to try out new ideas. As a project manager, when you understand
the different types of values, and what to prioritize, you’ll have an idea
of how you can better prepare for conversations within the organization. Ideally, you’ll want to have a good
sense of an organization’s culture before you start
the first phase of your project. If you are interviewing for
a project management position, asking about the culture is a great way to
get more information about the company. It also shows the interviewer that you’re
knowledgeable about the impact culture can have on a project. To help you gain a better sense
of an organization’s culture, consider the following questions. How do people prefer to communicate? Is it primarily through scheduled
meetings, via email, over the phone? How are decisions made, majority vote or
top down approvals? What kinds of rituals are in place
when someone new comes to the office? Are they taken out to lunch,
given a tour of the building or introduced to the staff? How are projects typically run?
Do they prefer a Classic, do they prefer Matrix, or
some other style of project management? And finally, what kinds of practices,
behaviors, and values are reflected by
the people in the organization? Is overtime or
weekend work an expectation? Are there company
sanctioned social events? Finding out what the company values,
will tell you a lot about the culture. And how to handle communication,
manage expectations, and identify potential conflicts as
you work through your project. Once you begin working on a project, here
are some ways to navigate company culture that will help you get
the most out of your team, and ensure that your project is supported. As I just discussed,
make sure to ask questions. As you observe the culture, try asking your peers what they think is
going well and what they would change. Your peers may have the same opinion as
you, and if not you may learn something new you didn’t learn in the interview
process. Either way, you’ll be in a better place to assess risk, adjust your
current project, or be more prepared for projects in the future. It’s also
a good idea to make observations. It’s important to understand how
things work, and what people like and respect about the company’s culture. When working in different geographies,
it’s also important to be aware of established customs, like bowing,
shaking hands, or wearing head coverings. This will help you gain understanding and
form respectful relationships. Lastly, it’s important to
understand your impact. Be aware of your role as a change agent. A change agent is someone who helps
the organization transform by focusing on improving organizational effectiveness and
development. You and your project will most likely
affect the organization in some way. Sometimes just the presence of a project
manager creates changes in the office environment or employee dynamics. If your project requires major changes
that the organization must adapt to, be mindful of how extreme those
changes could be and seek feedback and approval early on. The company may not agree with certain
kinds of changes that don’t seem to fall in line with their mission,
vision, or culture. It’s important to recognize the limits or
boundaries of changes to implement and understand what would be
the most beneficial for the project and the company overall. As you can see, organizational culture
has a strong influence over how decisions are made about the project. The way
an organization is structured usually influences the type of culture that exists.
So it’s important to consider both structure and culture when
planning and carrying out your project. Coming up, we’ll talk about the way your
project can create change in the workplace and how to get stakeholders and employees
on board with implementing your project.

Hi, I’m Amar. I’m a Senior Engineering Program Manager at Google Shopping. On a day-to-day basis, I drive programs which spans across multiple
products at Google. The way I look at
program management, it’s more like, life is
program management. Everything in life is program; having kids, building
a house, buying car. Everything we do there’s
a start and end deal. What we see across the board in anything
and everything we do, there’s a tremendous amount
of friction in the system. In the decision-making, in the budgeting,
everything in life. That applies equally to
software program management, or even if you are in the
construction industry. If you see right from starting
the construction project, to really getting the
bids and all the stuff. There’s a tremendous
amount of chaos from the perspective of
that you know, are the right people connected? Are the right decision-making
people in the meeting? Are there the right number of approvals that we
have in a timely basis? There are many of these things that I had witnessed during my career and the previous
companies and even at Google, that those were not efficient and those were really
adding a huge risk or exposing the risk late
in the development cycle. That is what I had seen
as a chaotic world. I really felt that you know what? I can really help out in
solving some of that chaos. On a day-to-day basis, I work on bringing
order into chaos. There’s chaotic world out there in the software
program development, so we as a program manager, make sure that we
bring that together. When I started my program
management journey, one of the main thing, what I was looking for, (and thanks to the mentors, I really cherish the mentors) one of the thing they taught
me, that you know what? “Amar, when you’re coming
to work every day, ask what are the top
three challenges that you want to solve today?” To date, I follow… I always follow… think about what are
the top three things that I want to address today? Big ones, impactful ones, as well as I also
look at and also help my team understand
on a weekly basis, how success looks like. Every Monday morning, I’ll have meeting with the strategy folks. Very strategic discussions on how the success looks
like in this week. How would we define the
week is successful? That is how I start my week. It works miracles in the program delivery
and overall in life. I love those aspects.

Change Management in Project Management: A Step-by-Step Tutorial

Change is inevitable, but managing it effectively is crucial for successful project outcomes. This tutorial walks you through the key steps of incorporating change management into your project cycle:

1. Understand the Need for Change:

• Identify the problem or opportunity: What pain points does your project aim to address, or what improvements does it offer?
• Analyze the impact of change: How will the new project affect people, processes, tools, and workflows?
• Assess the change readiness of the organization: Is the culture receptive to change? Are there any potential resistance points?

2. Develop a Change Management Plan:

• Set clear goals and objectives: What are the desired outcomes of your change initiative? How will you measure success?
• Identify stakeholders: Who will be impacted by the change? Categorize them by level of influence and involvement.
• Craft communication strategies: Tailor messages to different stakeholder groups, emphasizing benefits and addressing concerns.
• Define training and support needs: What resources and training will people require to adapt to the change?
• Establish a communication plan: How often will you communicate updates? What channels will you use?

3. Building Ownership and Urgency:

• Get team buy-in: Involve stakeholders in the planning process, giving them a sense of ownership.
• Communicate the vision and benefits: Clearly explain how the project will improve things and benefit everyone.
• Create a sense of urgency: Highlight the importance of addressing the problem or seizing the opportunity.
• Empower your team: Provide them with the authority and resources to contribute to the change process.

4. Effective Communication and Support:

• Maintain transparency: Keep stakeholders informed about progress, challenges, and adaptations.
• Address concerns proactively: Listen to feedback and address anxieties or doubts openly and honestly.
• Celebrate successes: Recognize and reward individuals and teams for their contributions to the change effort.
• Provide ongoing support: Offer training, coaching, and resources to help people adapt to the new procedures or tools.

5. Monitoring and Adjusting:

• Track progress and measure outcomes: Use your defined metrics to assess the effectiveness of your change management efforts.
• Be flexible and adaptable: Be prepared to adjust your plan based on emerging challenges and feedback.
• Continuously communicate and engage: Maintain open communication channels and address any new concerns that arise.

Additional Tips:

• Leverage change management models: Familiarize yourself with established models like Kotter’s 8-Step Change Model or ADKAR.
• Utilize technology: Use collaboration tools and communication platforms to facilitate information sharing and engagement.
• Lead by example: Demonstrate personal commitment to the change and model the desired behaviors.

Remember: Change management is an ongoing process, not a one-time event. By diligently planning, communicating, and supporting your team, you can increase the chances of your project’s success and ensure a smooth transition to the new way of working.

What is change management?

The process of delivering a completed project and getting people to adopt it

Change management is the process of delivering a completed project and getting people to adopt it. When project managers understand change management, and their role in the process, it helps to ensure a smooth roll out and easier adoption.

Welcome back. Let’s talk
about change management. Sometimes the
deliverable of a project is a new tool or new process that must be adopted
by the organization. You’ve just learned
that understanding organizational
structure and culture will help you plan for
and manage your project. It will also help you
roll out changes from your project to an organization. In project management,
the process of delivering your completed project and
getting people to adopt it is called change management. Understanding change
management can ensure that a project is
completed successfully and that the organization accepts and adopts the
recommendations from the project. For example, if you are launching a new time tracking
system for employees, the project wouldn’t
be successful if the employees didn’t
adopt the new system. When you understand
change management and your role in the process, it can ensure a
smooth roll out of changes and easier adoption. Adoption is often
the first step to your project having
the desired impact once it goes live.
Let’s get started. As a new project manager, you may not be
responsible for planning all of the required change
management for your project. But regardless, you can
help the success of the project by understanding
your role in the process and how your organization
may react to that change. It’s important to recognize that it’s the people
in an organization who are directly impacted by any
changes in the workplace. Implementing a new project can mean changes to processes, budgets, schedules, and employee roles
and responsibilities. Even aesthetic changes, like building a new wing,
renovating the lobby, or switching to a
new company logo, means employees will have to adjust to something
new and different. Something as simple
as adding a new logo can lead to a major
headache for the employees, who have to swap out
all the old stationery and make sure everyone
in the office is using the new logo correctly. When you consider the
success of your project, it’s important to keep
in mind the changes that people will need to
implement as a result. Thinking through these changes will set you up for
success in getting your project accepted
and adopted. There are many change management
models and strategies and a quick internet
search will provide you with more explanations
and examples than you will probably ever need. While we have additional readings on change management coming up, feel free to read on any
articles on the topic from well respected project management organizations to keep learning. Though there are lots
of different models, they all share the
same general concepts. Change management in
project management is centered around three core
concepts and best practices. The first core
concept is creating a sense of ownership and
urgency around the project. Ownership means getting others to feel they are empowered to take responsibility for the successful completion
of their tasks. Urgency means getting them to understand that the project is important and to identify what actions need to be taken
to move the project along. When team members feel a sense of ownership and urgency
around a project, it increases
interest, motivation, and engagement with
the project outcome. Another core concept
is to figure out the right combination of
skills and personalities when selecting the people
who will work on your team. Find people whose knowledge and skills complement
one another. If your team is selected for you, see if you’re able to choose who gets
assigned which tasks. If that’s not possible, then it’s extra important for you to find ways to connect
with your team. This will get them excited
about the project so then they can be advocates
for change when it’s needed. One effective way of
motivating your team is to communicate clearly your vision and approach for the project. Then you can share how
you see everyone working together as a team
to make it happen. Communicating this idea clearly allows others to
share in your vision and take ownership in
bringing it to life. The final core concept is
the ever important one, effective communication. And
I can’t stress this enough: communication is key. Having effective
communication with your team means being transparent
and up front with your plans and ideas and
making information available. Make sure your team, along with the rest
of the organization, is kept up-to-date
on your progress. This will allow everyone
to feel like they’re included and part of the project. Once your project is complete, you may experience some
resistance or a few roadblocks. Remember, change doesn’t
happen overnight, so don’t give up on it yet. If you do get some push-back, you can move the process along
by helping folks adjust, rewarding their efforts,
and reminding them of the overall value the project
is providing long-term. Understanding the change
process can help you determine how you can support a successful response
to your project. For example, understanding the importance of communication will help you be
mindful of clearly communicating project
plans to your team, as well as communicating the expected impact of the project with the rest
of the organization. Remember learning about
Agile Project Management? Since it’s a popular methodology that you’ll probably
use at some point, I wanted to point out that many of the principles of
Agile Project Management align with successful
change management. How might an Agile team approach change
management, you ask? Being receptive to change is
a core value in Agile teams. You will often find that
they are in a state of evolution or are constantly
adapting to change. If this seems like a lot
to remember, no stress. We’ll continue
learning more about these concepts
throughout the course. Just know, as the project manager, you can enact effective
change management approaches in all of your interactions. In the next video, we’ll
discuss the differences between managing and participating in
the process. See you soon.

The Project Manager’s Role in Change Management: A Tutorial

Change management is an integral part of project success, ensuring the smooth adoption and utilization of new systems, processes, or workflows. While dedicated change management professionals often lead the charge, project managers play a crucial supporting role in this transition. This tutorial guides you through the key ways project managers can contribute to effective change management:

1. Understanding the Landscape:

• Project Impact Analysis: Identify how your project will impact people, processes, tools, and organizational culture.
• Stakeholder Mapping: Pinpoint key individuals and groups affected by the change, categorizing them by influence and involvement.
• Culture Assessment: Gauge the organization’s receptiveness to change, identifying potential resistance points and champions for reform.

2. Communication is Key:

• Clear and Transparent Communication: Regularly inform stakeholders about project progress, challenges, and adaptations.
• Tailored Messaging: Craft messages specific to different stakeholder groups, addressing their concerns and highlighting benefits.
• Active Listening and Feedback: Encourage open communication, listen to feedback, and address concerns promptly and honestly.
• Utilize Effective Channels: Leverage various communication tools like emails, meetings, newsletters, and collaboration platforms.

3. Building Ownership and Motivation:

• Involve Stakeholders Early: Include key individuals in the planning process, giving them a sense of ownership and control.
• Communicate the Vision and Benefits: Clearly explain the project’s purpose, how it will address existing problems, and its long-term value.
• Empower Teams: Provide authority and resources to team members to contribute to the change effort.
• Celebrate Successes: Recognize and reward individuals and teams for their contributions to the change process.

4. Facilitating the Transition:

• Training and Support: Ensure adequate training and support resources are available to help people adapt to new procedures or tools.
• Pilot Programs and Testing: Implement pilot programs and test runs to identify and address potential issues before full-scale rollout.
• Flexible and Adaptable: Be prepared to adjust your plan based on emerging challenges and feedback from stakeholders.
• Track Progress and Measure Success: Define key performance indicators (KPIs) to track progress and measure the effectiveness of change management efforts.

5. Collaboration and Teamwork:

• Work with Change Management Professionals: Collaborate with dedicated change management specialists to leverage their expertise and resources.
• Utilize Existing Structures: Work with HR, communication teams, and other departments to leverage existing support channels and communication infrastructure.
• Build Relationships and Alliances: Develop strong relationships with key stakeholders and influencers to gain buy-in and support for the change.

Remember:

• Proactive Approach: Don’t wait for the formal change management process to begin, start early and build momentum.
• Empathy and Understanding: Recognize the challenges individuals face during change and offer support and guidance.
• Continuous Learning: Stay updated on best practices and change management methodologies to refine your approach.

By actively engaging in these critical tasks, project managers can become valuable partners in the change management process, increasing the chances of smooth transitions and successful project outcomes.

Hey, welcome back. In the previous video, we talked about
the process of change management. Change management is actually a huge
undertaking and a project in itself. As mentioned, you may not always
be responsible for leading and planning the entire end-to-end
change management process. Instead, you may ask a member of
the project team, your manager, or another senior leader to help
take on that transition. If you are participating
in change management, then someone else is responsible for
successfully implementing the changes. Let’s say you just completed the project
of creating the new check-in system. The project is now at the point
where it needs to be installed and adopted by the organization, but
you don’t have the formal authority or influence to enact this change. Your role as a project manager then
doesn’t include getting employees to use the new system,
that’s someone else’s job. But just because you’re not
the one directly calling for, or leading the change,
there’s still ways in which you can and should participate. And
that’s what this section is about, the process of handing off the project,
and the ways in which you, as the project manager who created
the new system, can stay involved. Being empathetic to the challenges of
change management can help you support the process in subtle ways. In this case, participating in change
management might mean communicating with employees throughout the project
about how the system will provide a better experience for
their customers. You support the process by providing
employees with information so they feel prepared to adjust to changes
once the system is ready to launch. Since participating in change
management is such a big part of being a successful project manager,
I want to take you through a few examples so you can see how this might play out
in different types of organizations. You’ll see how to combine your knowledge
of organizational structure and culture to make decisions about planning
for the change management process. Let’s explore the same pharmacy check-in
project in two different organizational structures and with different team cultures to
understand how these ideas are applied. Say the pharmacy chain is a Classic
organizational structure and has an informal corporate culture. The final project requires a name
change from the old check-in system called “Speedy Care” to the new
system called “Speedy Check-in.” Getting this change implemented,
is an example of change management. As the project manager, you need to
participate in the change management process by communicating the project
needs through the appropriate channels. In this case, the chief executive officer
or CEO, sends an email to the C-suite, now these are all the chief level
officers in an organization. The CEO lets them know that
the name must be changed and to please inform their teams
to implement the name change. Since this is a Classic structure
within a hierarchical organization, the budgets are managed separately, and the marketing department needs
to request an extra $10,000 to change all of their printed posters for
the stores. This request goes back up to
the Chief Financial Officer or CFO. There may be other cost adjustments and
process changes that need to happen across the organization to
ensure a successful system name change. In this instance, you may need to
have multiple meetings with others to help them understand what is changing,
and why. Now suppose that the pharmacy chain is
a Matrix organization structure and has a formal corporate culture. What does change management
look like in this scenario? Well, you might meet with
representatives from marketing and technology to explain the overall budget
impact for all the necessary changes. With the formal culture, you might write
a document that describes all budget, timeline, and
training impacted by the name change. Then you might circulate that
document to get feedback and alignment from all the stakeholders and share that feedback with the CEO so they can understand the full
scope of the name change. The feedback and alignment from
the stakeholders will tell the CEO how the change management process went. Did everyone agree on the implications? Was the feedback positive,
or was there resistance? Then, when the CEO needs to communicate the
name change to the entire organization, she may have someone on her team write up
a formal memo that describes why the name change needs to happen and share out
the memo to her staff and their teams. Keep in mind these are just examples and
every organization’s structure, team culture, and change management
processes are going to be different. But understanding this framework can
help you navigate how to effectively participate in and
support change management. This understanding can allow you to ask
yourself questions that will inform change management, such as how will
the organization react to change? Which influencers can affect change? What are the best means of communication? What change management practices
will lead to the successful implementation of my project and so on? The answers to these questions
will help you prepare for a variety of possible scenarios, and craft solutions to effectively
support the adoption of your project. They will also help you navigate
possible challenges along the way and lead your project through a successful
change management process. I know this is a lot, but
you’re doing a great job. We’ll continue to talk about these
concepts throughout the course. So no sweat if you’re still processing all
this new information. See you in a bit.

Hi. I’m Lan Haarmann and I’m a Program Management
Director here at Google. During my career journey here, I’ve supported products like Google Maps and Google Earth and I’ve had a ton of fun
creating maps for our users. Earlier in my career, I held many different roles that were not project management jobs; bussing tables at a
chain restaurant, interning at the Forest Service, and working as a
business analyst. I was even a software engineer. My journey into
project management has not been the most
straightforward, but it has been fulfilling. Your career journey will
be a unique one as well. Once you complete the
project management program, you’ll have a new set of
skills and knowledge that hiring managers look for
in project managers. Deciding what you’d
like to do with all that new knowledge
is an exciting prospect. The great thing about project
management is that it’s a life skill that’s useful
at almost any organization. Wherever your interests lie, whether that’s gaming or biotech or something
totally different, there’s a good chance that your desired industry
needs project managers. Finding the right job
takes effort, consistency, and a little expert
advice to help you along the way.
That’s why I’m here. Throughout the
program, there will be a collection of
career-based videos included to help you find your next opportunity
in project management. We’ll cover some basics, such as building a
resume and interviewing. We’ll also include
additional tips for creating an online professional presence through sites like LinkedIn, as well as tips on communicating and interviewing remotely. While you can find a lot of general job search and
career information online, the purpose of these videos
is to give you insight into specific industry
relevant information as it relates to
project management. In addition to what
you have already learned about searching
for these types of roles, I’ll offer some of my own tips and best practices
on how to take it a step further to help you navigate through the
job search process, breeze through the interview, and land your next opportunity. Sounds exciting, right? Enjoy the rest of the content, and I’ll see you soon.

Congratulations on
completing Course 1: Foundations of
Project Management. You’re off to a strong start. You’ve just learned a lot of new information
and you’re already starting to apply
that knowledge to the field of project management. Let’s do a quick recap. In this course, you learned
what project management is along with the role and
value of a project manager. Next, you learned the
life cycle of a project and the tasks to manage a project
from start to finish. Then you learned about different project
management methodologies and tips for choosing the
right method for your project. You also learned how creating simple team connections can lead to a successful
project outcome. Lastly, you learned how organizational
structure and culture can impact your project. These topics provide
the foundation for beginning any new project and you now have the
knowledge and tools to build informed plans and set up
your projects for success. After all, that’s why we
created this specialization, to give you, the newbie
project manager, the tools you need to confidently move forward
with your career. This is just the beginning. Keep at it, and you’ll have more opportunities to put
your learning into action, and develop the skills
and mindset you need to manage lots
of types of projects. The skills you’ve
learned so far give you a big picture view of
project management. You’ll use these skills
to focus your learning for the next course where
you’ll start creating, analyzing, and making decisions about project plans
all on your own. In the next course we’re
going to kick off the project life cycle
and break down all you need to know and do, to get a project
off to a great start. It’s time for me to say so long. It’s been a blast being your guide to
project management and sharing my passion for
projects and people with you. Best of luck. Maybe I’ll see
you in a project someday.