Date post: | 30-Oct-2014 |
Category: |
Business |
Upload: | sajid-rasool |
View: | 678 times |
Download: | 0 times |
Copyright 2009 John Wiley & Sons, Inc.
Chapter 5
The Role of Projects in the Organization
Project Growth
1. Need for speed, market responsiveness, and product flexibility
2. Need for broader areas of knowledge in developing new products and services
3. Rapid expansion of technology
4. Management inability to understand and control large numbers of activities
Switching to Project Environment
Is difficult and time consumingRequires the full commitment of upper
managementGenerally causes a lot of “concern” among
employees
As a result, organizations may have multiple structures
Organizational Issues Related to Projects
1. How to tie project to parent firm
2. How to organize the project
3. How to organize activities common to multiple projects
Traditional Forms of Organization
1. Functional
2. Pure project
3. Matrix
4. Mixed
The Project as Part of the Functional Organization
Organization is divided into functional sub-units– Integration between sub-units handled by
rules, procedures– Management chain handles problems– Works well in stable environment
Including Project In Traditional Forms
Figure 5-1
Advantages
1. Flexible use of staff– Experts assigned to functional units– Assigned to projects as needed
2. Staff can easily be assigned to multiple projects
– Experts can be switched between projects easily– Functional manager picks best expert for each
project
Advantages Continued
3. Specialists can share knowledge and experience
4. Functional units provide technological/knowledge continuity
– Also provide continuity of policies and procedures
– Functional manager can train and inspect
Advantages Continued
5. Functional areas provide for a career path within a knowledge area
– Engineers can become supervisors or VP’s
– Does not require movement into project management to advance
Disadvantages
1. Client is not the focus– Function unit has its own work outside the
project– Functional manager not likely to be accountable
for project and therefore client2. Functional units not focused on project
– Function unit sees success in its area as most important
– Project seen as secondary, or worse, an interruption
Disadvantages Continued
3. Project manager may not have adequate authority
– Must share authority with functional managers– May be several managers responsible for
various parts of project– Client may not have a single point of contact at
project– This can make response to the client slow or
non-existent
Disadvantages Continued
4. Slow response– Functional managers manage their part to benefit
their functional unit– Interests outside their area may not be fully
considered
5. Tendency to sub optimize– Complex projects require input from a large
number of different areas– This can be difficult to coordinate without a
common manager
Disadvantages Continued
6. Motivation is weak– Project is not the worker’s “home”– Project manager most likely does not do
their performance evaluations– May not receive additional pay for
difficulties of working on project
Pure Project Organization
Figure 5-2
Advantages
1. Project manager has full authority– Will typically report to senior
management (project sponsor)– This gives project manager access to
managerial advice– This centralizes authority and makes for
rapid decision making / response to client
Advantages Continued
2. Everyone reports to the project manager– This gives the project manager the ability to
make quick decisions– Makes it easier for project manager to motivate
and reward members– May be tempered by relationship to functional
unit
3. Shorter communications lines
Advantages Continued
4. Can maintain project management skills– Project managers can move from project to
project– It pays to hire, train, and promote skilled project
managers
5. Project team has its own identity– Project members work for the “project” not the
functional unit– This can significantly improve performance
Advantages Continued
6. Quick decisions– Authority is centralized
7. Unity of command– Each worker reports to one, and-only-
one, manager– Project has a simple structure
Advantages Continued
8. Structurally simple and flexible– Easy to implement
9. Holistic approach– Everyone on project is concerned about
project, not their functional unit
Disadvantages
1. Duplicate staffing– Each project has a full staff– This leads to overstaffing
2. Stockpiling– Project managers tend to stockpile resources so
they are available when needed– They also tend to keep those resources longer
than needed just-in-case
Disadvantages Continued
3. Experts falling behind in other areas– Experts on a project will focus on the
areas essential to the project– This can lead to them falling behind in
other areas– It can also be difficult to feed their
developing expertise back into the organization
Disadvantages Continued
4. Organizational inconsistency– Corner-cutting– “They don’t understand our problems”
5. Life of its own– Projectitis– Us versus them
Disadvantages Continued
6. Life after the project ends– Lots of uncertainty– Will there be layoffs– Rusty skills
Comments on Pure Project
Only way to do large, one-time projectsDisadvantages make it impractical for
continually doing projects, e.g. construction
Matrix developed in aerospace to deal with this
The Matrix Organization
Figure 5-3
The Matrix Organization Continued
Functional part provides home for workers after project
Functional part helps maintain expertise In a strong matrix, people from functional
areas are assigned to project In a weak matrix, capacity from functional
areas are assigned to project
Advantages
1. The project is the focus– That remains the project manager’s
responsibility
2. The project has access to entire organization for labor and technology
– Projects draw from functional organizations as required
– This reduces duplication of resources
Advantages Continued
3. Less anxiety about the end of the project– Project members return to their functional
organizations
4. Response to client is rapid– That remains the project manager’s
responsibility– With much remaining within parent organization,
response to parent is also rapid
Advantages Continued
5. Consistent policies– Parent organization will oversee project– Project will have closer access to parent
administration
6. Easier to balance organizational resources– Less competition for resources– Competition can be controlled by parent
organization and functional managers
Advantages Continued
7. Flexibility– Many different possible structures
between strong and weak– Different structures can be used for
different projects– Different structures can be used for
different functional areas
Disadvantages
1. Functional units make many decisions, including technology ones
– Project manager has less control than in a pure project
– Project manager’s control is balanced against that of the functional manager
– If they disagree, it can be hard to resolve– Negotiation is the key to project success
Disadvantages Continued
2. Projects compete for resources– This is especially true when there are
several large projects– Someone above project managers must
set and enforce priorities– Multiple schedules will add stress to
functional managers
Disadvantages Continued
3. Strong matrices mirror many disadvantages of project structure
– People are assigned to, and identify with, “their” project much as in the project structure
4. Workers do not have a single manager– This splits loyalty– Makes performance appraisal difficult– Information flow is difficult
Virtual Projects
Project team crosses time, space, organizational, or cultural boundaries
Facilitated by the InternetOften organized as a matrix
Virtual Project Rules
Challenging and interesting projects Use volunteers Use people who know each other Create a resource to learn about one
another Encourage frequent communications Divide work into modules
Mixed Organizational Systems
Figure 5-4
Choosing an Organizational Form
Firms typically do not set out to “pick” an organizational form
Rather, the structure evolves over timeThe structure is not staticRather, it changes as the organization,
its goals, and its environment changes
Functional Form Best for…
In-depth application of a technologyLarge capital investment, especially
when that investment is concentrated in one functional area
Project Form Best for…
Handling a large number of similar projects
Handling a one-time project that requires much control but is not focused on one functional area
Matrix Form Best for…
Projects that require inputs from several functional areas
Projects that use technology from several functional areas
Two Special Cases
1. Risk Management
2. The Project Office
Risk Management
Projects are risky, uncertainty is high Project manager must manage this risk This is called “risk management” Risk varies widely between projects Risk also varies widely between
organizations Risk management should be built on the
results of prior projects
Parts to Risk Management
1. Risk management planning
2. Risk identification
3. Qualitative risk analysis
4. Quantitative risk analysis
5. Risk response planning
6. Risk monitoring and control
7. Risk management database
Risk Identification
1. List ways a project can fail
2. Evaluate severity
3. Estimate likelihood
4. Estimate the ability to detect
5. Find the risk priority number
6. Consider ways to reduce
The Project Office
All projects should have an office dedicated to that project– Often called the war room
In addition to providing a place to work, this helps built a feeling of team among the workers
The Project Team
Different project need different staffsSome common members include
– Engineer– Contract administrator– Controller
Should report to project manager
Human Factors and the Project Team
All projects are composed of inter-connected groups
These groups can form teams It is not enough to have an effective team The team must also be working towards the
good of the project Need to avoid “us versus them” mentality
Human Factors Continued
Some of the problems that prevent a team from performing effectively:– Internal conflict– Member frustration– Wasting time– Poor decision making– Team members more concerned with finishing job
than doing good job Project teams need to work together