Professional Documents
Culture Documents
A Managerial Approach
are many reasons for the rapid growth, but most of them can be grouped in four general areas:
Speed
and market responsiveness have become absolute requirements for successful competition development of new products, processes, or services regularly requires input from diverse areas of specialized knowledge
The
Rapid
expansion of technological possibilities in almost every area of enterprise tends to destabilize the structure of organizations majority of senior managers rarely feel much confidence in their understanding and control of the activities in their areas
are two fundamentally different ways of organizing projects within the parent organization
The project as part of the Functional Organization The project as a free-standing part of the parent organization
third type, called a Matrix Organization is a hybrid of the two main types has advantages and disadvantages
Each
of using the functional elements of the parent organization as the administrative home for a project include:
Maximum flexibility in the use of staff Individual experts can be utilized by many different projects Specialists in the division can be grouped to share knowledge and experience The functional division also serves as a base of technological continuity when individuals choose to leave the project The functional division contains the normal path of advancement for individuals whose expertise is in the functional area
The project manager has full line authority over the project All members of the project work force are directly responsible to the project manager When the project is removed from the functional division, the lines of communication are shortened When there are several successive projects of a similar kind, the pure project organization can maintain a permanent cadre of experts who develop skills in specific technologies
A project team that has a strong and separate identity and develops a high level of commitment from its members Because the authority is centralized, the ability to make a swift decision is enhanced Unity of command exists Pure project organizations are structurally simple and flexible, which makes them relatively easy to understand and implement The organizational structure tends to support a holistic approach to the project
Each project tends to be fully staffed which can lead to a duplication of effort in every area from clerical staff to technological support There is a need to ensure access to technological knowledge and skills that results in an attempt by project managers to stockpile equipment and technical assistance The functional division is a repository of technical lore, but it is not readily accessible to team members of the pure project team
(cont.)
Pure project groups seem to foster inconsistency in the way in which policies and procedures are carried out In a pure project organization, the project takes on a life of its own There tends to be concern among team members about life after the project ends
or strong matrix organization most resembles the pure project organization coordination or functional or weak matrix most resembles the functional form balanced matrix lies in between the others
The
The
than being a stand alone organization, like the pure project, the matrix project is not separated from the parent organization:
with other organizational forms, the matrix organization has its own unique advantages:
The
project is the point of emphasis Because the project is overlaid on the functional divisions, the project has reasonable access to the reservoir of technology in all areas There is less anxiety about what happens when the project is completed
of a Matrix (cont.)
to clients needs is as rapid as in the pure project organization Matrix management gives the project access to representatives from the administrative units of the parent firm The matrix organization allows a better companywide balance of resources to achieve goals There is a great deal of flexibility in precisely how the project is organized within the matrix
are also disadvantages to using the matrix organization; most involve conflict between the functional and project managers:
The
balance of power between the project and functional areas is very delicate movement of resources from project to project may foster political infighting associated with shutting down projects can be as severe as in a pure project organization
The
Problems
of a Matrix (cont.)
division of authority and responsibility in a matrix organization is complex, and uncomfortable for the project manager. Matrix management violates the management principle of unity of command. Project workers have at least two bosses, their functional heads and the project manager.
is a means of dividing a large organization into smaller more flexible units This enables the parent organization to capture some of the advantages of small, specialized organizational units while retaining some of the advantages that come with larger size units
of a mixed organization:
The hybridization of the mixed form leads to flexibility The firm is able to meet special problems by appropriate adaptation of its organizational structure
Disadvantages
include:
Dissimilar groupings within the same accountability center tend to encourage overlap, duplication, and friction because of incompatibility of interests Conditions still exist that result in conflict between functional and project managers
the organizational interface between the project and the firm is a difficult task
The choice is determined by the situation, but is also partly intuitive Must consider the nature of the potential project, the characteristics of the various organization options, the advantages and disadvantages of each, the cultural preferences of the parent organization, and then make the best compromise that can be made
1. Define the project with a statement of the objective(s) that identifies the major outcomes desired
2. Determine the key tasks associated with each objective and locate the units in the parent organization that serve as functional homes for these types of tasks 3. Arrange the key tasks by sequence and decompose them into work packages
(cont.):
4. Determine which organizational units are required to carry out the work packages and which units will work particularly closely with which others 5. List any special characteristics or assumptions associated with the project 6. In light of items 1-5, and with full cognizance of the pros and cons associated with each structural form, choose a structure
staff a project, the project manager works from a forecast of personnel needs over the life cycle of the project
A work breakdown structure (WBS) is prepared to determine the exact nature of the tasks required to complete the project Skills requirements for these tasks are assessed and like skills are aggregated to determine work force needs From this base, the functional departments are contacted to locate individuals who can meet these needs Certain tasks may be subcontracted
are some people who are more critical to the projects success than others and should report directly to the project manager or the project managers deputy:
Senior project team members who will be having a long-term relationship with the project Those with whom the project manager requires continuous or close communication Those with rare skills necessary to project success
schedule and cost goals, without compromising performance is a technical problem, with a human dimension
Project Pride
in workmanship leads the team member to improve (and thus change) the product changes cause delays in the project
These
project manager often has little control over the economic rewards and promotions of project team members, but this does not mean he/she cannot motivate members of the team How are technical employees motivated?
Recognition Achievement The work itself Responsibility Advancement The chance to learn new skills
of Empowerment (cont.):
4. There is a good chance that synergistic solutions will result from team interaction 5. Team members get timely feedback on their performance 6. The project manager is provided a tool for evaluating the teams performance
Interpersonal Conflict
The focus of conflict can often be related to the stage in the projects life cycle
1.
2.
3.
4.
When the project is first organized, priorities, procedures and schedules all have roughly equal potential to cause conflict During the buildup phase, priorities become significantly more important than any other conflict factor In the main program phase schedules are the most important cause of conflict followed by technical disagreements At the project finish, meeting the schedule is the critical issue
Interpersonal Conflict
Most of the conflict on project teams is the result of individuals focusing on the project through the eyes of their individual discipline or department Conflict avoiders do not make successful project managers On occasion, compromise appears to be helpful, but most often, gently confronting and resolving the conflict is the method of choice, for a win-win situation
2.
3.