9.1 Organizational Planning

9.1.1 Organizational planning - Inputs

9.1.1.1 Project interfaces

These fall into three categories:

• Organizational interfaces - formal and informal reporting relationships among different organizational units. They may be highly complex or very simple.
• Technical interfaces - formal and informal reporting relationships among different technical disciplines. Technical interfaces occur both within and between project phases.
• Interpersonal interfaces - formal and informal reporting relationships among different individuals working on a project.

9.1.1.2 Staffing requirements

Staffing requirements define what kind of skills are required from what kinds of individuals or groups and in what time frames. Refer resource requirements.

9.1.1.3 Constraints

These are factors which limit the project team's options, such as:

• Organizational structure of the performing organization - strong matrix v. weak matrix
• Collective bargaining agreements
• Preferences of the project management team
• Expected staff assignments - skills and capabilities of specific individuals

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9.1.2 Organizational planning - Tools and techniques

9.1.2.1 Templates

Although each product is unique, most projects will resemble another project to some extent.

9.1.2.2 Human resource practices

Most organizations have a variety of policies, guidelines and procedures that can help the project management team with various aspects of organizational planning.

9.1.2.3 Organizational theory

The project management team should be familiar with the subject of organizational theory so as to be better able to respond to project requirements.

9.1.2.4 Stakeholder analysis

The needs of the various stakeholders should be analyzed to ensure that their needs will be met.

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9.1.3 Organizational planning - Outputs

9.1.3.1 Roles and responsibility assignments

Project roles and responsibilities must be assigned to the appropriate stakeholders and closely linked to the scope definition.

A Responsibility Assignment Matrix (RAM) is often used for this purpose. On larger projects RAMs may be defined at various levels.

9.1.3.2 Staffing management plan

The staffing management plan describes when and how human resources will be brought onto and taken off the project team. It may be formal or informal, highly detailed or broadly framed, based on the needs of the project. It often includes resource histograms.

Particular attention should be paid to how project team members will be released. when they are no longer needed on the project. Appropriate reassignment procedures may:

• Reduce costs by reducing or eliminating the tendency to "make work" to fill the time between this assignment and the next.
• Improve morale by reducing or eliminating uncertainty about future employment opportunities.

9.1.3.3 Organization chart

This is used to graphically display project relationships. An Organization Breakdown Structure (OBS) is a specific type of organization chart that shows which organizational units are responsible for which work items.

9.1.3.4 Supporting detail

This will vary by application area and project size and includes:

• Organizational impact - what alternatives are precluded by organizing in this manner
• Job descriptions - written outlines by job title of the skills, responsibilities, knowledge, authority, physical environment, etc. Also called position descriptions.
• Training needs - if the staff to be assigned is not expected to have certain skills, those skills will have to be developed.

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