Organization SESW 108: Program Development and Management Dr. Kazi Abdur Rouf Instructor Settlement Services Worker Certificate Social Service Worker Part-Time Diploma Program School of Social and Community Services Humber College Institute of Technology and Advanced Learning Building C, Lakeshore Campus, Toronto Tuesday, October 30, 2012 6:30 - 9:30 PM (9th class lesion)

Organization, Work Breakdown Structure Project type structures Functional Project Organization Matrix Project Organization Mixed Organization Structure Major sources of Conflict during Various Stages of Project Cycle Organizational Culture

Project type structures Pure Project Organization: It is like football stadium or a shopping mall. Structure of the pure Project President PM Marketing Manufacture R&D Marketing Manufacturing R&D Finance Personnel Manager, Project A Marketing Manufacturing R&D Finance Personnel Project Manager B

Functional Project Organization Functional project has immediate, direct, and complete contact with the important department and has in-depth access Such projects do not have the high personnel costs associated with pure projects Easily assign people to the project on a part-time basis. Projects are not removed from the parent organization Problems: Communications across functional department boundaries are rarely as simple as most firms think they are. Besets functionally organized projects. The project is rarely a high –priority in the life of the division. Structure President Marketing R&D Personnel Finance

Matrix Project Organization The below matrix organization figure illustrates two distinct levels of responsibility in the matrix organization: Normal functional hierarchy that runs vertically departments such as marketing, finance, personnel and services There are horizontal structures, the projects that overly the functional departments and have access to the functional department’s competence. Matrix Organization Structure President PM Services Marketing Finance R&D Personnel PM1 PM2 PM3

Mixed Organization Structure Functional, matrix and pure projects exist side by side in some organizations. In reality, they are never as neatly defined as they appear in the figures. Usually mixed organizational structures and functions happened in practice. Mixed organization structure can be called hybridization: duplication, overlapping authority and increased friction between project and functional management. Mixed Organization Structure President PM Finance Logistics Personnel

Major sources of Conflict during Various Stages of Project Cycle Life Cycle Phase Priorities clearly defined plans. Joint decision making and or consultation with affected parties. Stress to organizational goals Develop detailed administrative operating procedures to be followed in the conflict of project, develop statement of understanding or charter Develop schedule commitments in advance of actual project commencements, forecast other departmental priorities Building Phase Provide effective feedback to support areas on forecasted project plans and needs review sessions Schedule work breakdown packages (project subunit) to cooperation with functional groups Contingency planning on key administrative issues Main program Continually monitor work in progress, communicate results to affected parties Forecast problems and consider alternatives Identify potential trouble spots needing closet surveillance Early resolution of technical problems Communication of schedule and budget restrains to technical personnel, emphasis adequate, early technical testing

phaseout Schedules: Close schedule monitoring in project life cycle Consider reallocation of available staff to critical project areas prone to schedule slippages Attain prompt resolution of technical issues which may affect schedules Personality and labor: Develop plans for reallocation of people upon project completion Maintain harmonious working relationship with project team and support groups Try to loosen up high-stress environment.

Organizational Culture Organizational attitudes, mind-sets, customary practices and opinions within the organization Mission and vision of the organization Senior management corporate decisions. Projects can influence these features. Example: risk-taking, responding to opinions, services diversifications. Taxation policy is very important for the not-for-policy organizations.

Main components of Work Breakdown Structure (WBS) Methods of sub0division Numbering or coding system Level of detail Number of WBS levels Roll-up Integrating the WBS/OBS to assign responsibility Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.

Work Breakdown Structure AGM Meeting and Dinner Party AGM Meeting Coordinator Dinner Party Coordinator Catering contact Foods Finance Agenda Mailing lists Invitations/Venue

XXX Organizational Structure Chairperson & Board of Directors Company Secretary CEO Vice president (Finance-GM) Vice-president Program-GM Vice-president Marketing -GM Lawyer Project Manager Settlement worker Monitoring Community worker Secretary Logistic