Organization: Structure and Culture
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Organization: Structure and Culture
Chapter 3
Project Management Structures
Challenges to Organizing Projects
The uniqueness and short duration of projects relative to
ongoing longer-term organizational activities
The multidisciplinary and cross-functional nature of projects
creates authority and responsibility dilemmas.
Choosing an Appropriate Project Management
Structure
The best system balances
the needs of the project
with the needs of the
organization.
Project Management Structures
Organizing Projects: Functional organization
Different segments of the project are delegated to respective
functional units.
Coordination is maintained through normal
management channels.
Used when the interest of one functional area
dominates the project or one functional area has a
dominant interest in the project’s success.
Functional Organizations
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Functional Organization of Projects
Advantages
No Structural
Change
Flexibility
In-Depth Expertise
Easy Post-Project
Transition
Disadvantages
Lack of Focus
Poor Integration
Slow
Lack of Ownership
Project Management Structures (cont’d)
Organizing Projects: Dedicated Teams
Teams operate as separate units under the leadership of a full-
time project manager.
In a
projectized
organization where projects are the dominant
form of business, functional departments are responsible for
providing support for its teams.
Dedicated Project Team
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Project Organization: Dedicated Team
Advantages
Simple
Fast
Cohesive
Cross-Functional
Integration
Disadvantages
Expensive
Internal Strife
Limited
Technological
Expertise
Difficult Post-
Project Transition
Project Organizational Structure
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Project Management Structures (cont’d)
Organizing Projects: Matrix Structure
Hybrid organizational structure (matrix) is overlaid on
the normal functional structure.
Two chains of command (functional and project)
Project participants report simultaneously to both functional and
project managers.
Matrix structure optimizes the use of resources.
Allows for participation on multiple projects while performing normal
functional duties
Achieves a greater integration of expertise and project requirements
Matrix Organization Structure
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Division of Project Manager and
Functional Manager Responsibilities
in a Matrix Structure
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What has to be done?
Who will do the task?
How will it be done?
When should the task be done?
Where will the task be done?
How much money is available to
Why will the task be done?
How will the project involvement
do the task?
impact normal functional activities?
How well has the total project
Is the task satisfactorily
How well has the functional
been done?
completed?
input been integrated?
Different Matrix Forms
Functional (also Weak or Lightweight) Form
Matrices in which the authority of the functional manager
predominates and the project manager has indirect
authority
Balance (or Middleweight) Form
The traditional matrix form in which the project manager
sets the overall plan and the functional manager determines
how work to be done
Strong (Heavyweight) Form
Resembles a project team in which the project manager has
broader control and functional departments act as
subcontractors to the project
Project Organization: Matrix Form
Advantages
Efficient
Strong Project
Focus
Easier Post-Project
Transition
Flexible
Disadvantages
Dysfunctional
Conflict
Infighting
Stressful
Slow
Rated Effectiveness of Different
Project Structures by Type of Project
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Source:
Larson, E. W., and Gobeli, D. H., “Matrix Management: Contradictions and
Insights,”
California Management Review,
vol. 29, no. 4 (Summer 1987), p. 137.
Choosing the Appropriate Project
Management Structure
Organization (Form) Considerations
How important is the project to the firm’s success?
What percentage of core work involves projects?
What level of resources
(human and physical)
are available?
Choosing the Appropriate Project
Management Structure (cont’d)
Project Considerations
Size of project
Strategic importance
Novelty and need for innovation
Need for integration (number of departments involved)
Environmental complexity (number of external
interfaces)
Budget and time constraints
Stability of resource requirements
Organizational Culture
Organizational Culture Defined
A system of shared norms, beliefs, values, and assumptions
which bind people together, thereby creating shared meanings
The “personality” of the organization that sets it apart from
other organizations.
Provides a sense of identify to its members
Helps legitimize the management system of the organization
Clarifies and reinforces standards of behavior
Key Dimensions Defining an
Organization’s Culture
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Identifying Cultural Characteristics
Study the physical characteristics of an organization.
Read about the organization.
Observe how people interact within the organization.
Interpret stories and folklore surrounding the
organization.
Organizational Culture Diagnosis
Worksheet
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Implications of Organizational Culture
for Organizing Projects
Navigating Organizational Cultures:
Working Upstream or Downstream?
Interacting with the culture and subcultures of the parent
organization
Interacting with the project’s clients or customer organizations
Interacting with other
organizations connected
to the project
Cultural Dimensions of an Organization
Supportive of Project Management
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Key Terms
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Organization of Product Development
Projects at ORION
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Traditional Master Plan at ORION
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Proposed Project Organization for the
Jaguar Project
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Jaguar Master Plan
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Mechanisms for Sustaining
Organizational Culture
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This content explores different project management structures, challenges faced in organizing projects, and the pros and cons of functional and dedicated team organizations. It also discusses the importance of choosing the appropriate structure to balance project needs with organizational requirements.
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Presentation Transcript
Organization: Structure and Culture Chapter 3
Project Management Structures Challenges to Organizing Projects The uniqueness and short duration of projects relative to ongoing longer-term organizational activities The multidisciplinary and cross-functional nature of projects creates authority and responsibility dilemmas. Choosing an Appropriate Project Management Structure The best system balances the needs of the project with the needs of the organization.
Project Management Structures Organizing Projects: Functional organization Different segments of the project are delegated to respective functional units. Coordination is maintained through normal management channels. Used when the interest of one functional area dominates the project or one functional area has a dominant interest in the project s success.
Functional Organizations FIGURE 3.1
Functional Organization of Projects Advantages Disadvantages No Structural Change Lack of Focus Poor Integration Flexibility Slow In-Depth Expertise Lack of Ownership Easy Post-Project Transition
Project Management Structures (contd) Organizing Projects: Dedicated Teams Teams operate as separate units under the leadership of a full- time project manager. In a projectized organization where projects are the dominant form of business, functional departments are responsible for providing support for its teams.
Dedicated Project Team FIGURE 3.2
Project Organization: Dedicated Team Advantages Disadvantages Simple Expensive Fast Internal Strife Cohesive Limited Technological Expertise Cross-Functional Integration Difficult Post- Project Transition
Project Organizational Structure FIGURE 3.3
Project Management Structures (contd) Organizing Projects: Matrix Structure Hybrid organizational structure (matrix) is overlaid on the normal functional structure. Two chains of command (functional and project) Project participants report simultaneously to both functional and project managers. Matrix structure optimizes the use of resources. Allows for participation on multiple projects while performing normal functional duties Achieves a greater integration of expertise and project requirements
Matrix Organization Structure FIGURE 3.4
Division of Project Manager and Functional Manager Responsibilities in a Matrix Structure Project Manager Negotiated Issues Functional Manager What has to be done? Who will do the task? How will it be done? When should the task be done? Where will the task be done? How much money is available to Why will the task be done? do the task? How will the project involvement impact normal functional activities? How well has the total project been done? Is the task satisfactorily completed? How well has the functional input been integrated? TABLE 3.1
Different Matrix Forms Functional (also Weak or Lightweight) Form Matrices in which the authority of the functional manager predominates and the project manager has indirect authority Balance (or Middleweight) Form The traditional matrix form in which the project manager sets the overall plan and the functional manager determines how work to be done Strong (Heavyweight) Form Resembles a project team in which the project manager has broader control and functional departments act as subcontractors to the project
Project Organization: Matrix Form Advantages Disadvantages Efficient Dysfunctional Conflict Strong Project Focus Infighting Easier Post-Project Transition Stressful Slow Flexible
Rated Effectiveness of Different Project Structures by Type of Project Source:Larson, E. W., and Gobeli, D. H., Matrix Management: Contradictions and Insights, California Management Review, vol. 29, no. 4 (Summer 1987), p. 137. FIGURE 3.6
Choosing the Appropriate Project Management Structure Organization (Form) Considerations How important is the project to the firm s success? What percentage of core work involves projects? What level of resources (human and physical) are available?
Choosing the Appropriate Project Management Structure (cont d) Project Considerations Size of project Strategic importance Novelty and need for innovation Need for integration (number of departments involved) Environmental complexity (number of external interfaces) Budget and time constraints Stability of resource requirements
Organizational Culture Organizational Culture Defined A system of shared norms, beliefs, values, and assumptions which bind people together, thereby creating shared meanings The personality of the organization that sets it apart from other organizations. Provides a sense of identify to its members Helps legitimize the management system of the organization Clarifies and reinforces standards of behavior
Key Dimensions Defining an Organization s Culture FIGURE 3.7
Identifying Cultural Characteristics Study the physical characteristics of an organization. Read about the organization. Observe how people interact within the organization. Interpret stories and folklore surrounding the organization.
Organizational Culture Diagnosis Worksheet FIGURE 3.8
Implications of Organizational Culture for Organizing Projects Navigating Organizational Cultures: Working Upstream or Downstream? Interacting with the culture and subcultures of the parent organization Interacting with the project s clients or customer organizations Interacting with other organizations connected to the project
Cultural Dimensions of an Organization Supportive of Project Management FIGURE 3.9
Key Terms Balanced matrix Dedicated project team Strong matrix Matrix Organizational culture Weak matrix Projectitis Projectized organization
Organization of Product Development Projects at ORION FIGURE C3.1
Traditional Master Plan at ORION FIGURE C3.2
Proposed Project Organization for the Jaguar Project FIGURE C3.3
Jaguar Master Plan FIGURE C3.4
Mechanisms for Sustaining Organizational Culture FIGURE A3.1
