Unleashing the Power of Project Social Networks (Part 1)

 

Ordered chaos

Inherently, projects create ordered chaos within an existing network of organization states, people and processes. Moreso, in a functional or weak matrix organization, projects have the additional challenge of incorporating, influencing and enabling the success of resources transplanted into a temporary project context.

This adjustment of roles requires a continuous optimization of mutual expectations through an iterative process of involvement, interaction and communication. Eventually, a project manager will need to be able to make microcosm alignments of individual interests and those of interconnected relationships among members of the group, in order to meet the goals of macrocosm or project.

Project managers typically map task relationships through activity sequencing tools like network diagrams (GANTT chart, PERT, CPM etc.) and communicate through tools and techniques like information retrieval systems and distribution methods (meetings, e-mail, hard copy documents, portals, etc.). Inherently, there is a disconnect between these two project management processes, because it does not reflect the degree of inter-relationship and communication between the resources. On the one hand, teams have work breakdown structures and network diagrams that provide a linear view of the project, the real-world interaction amongst the players required to be aligned …

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