1. Organization: Structure and Culture Project Management Haeryip Sihombing & Nor Akramin Universiti Teknikal Malaysia Melaka (UTeM ) 3 BMFP 4542

3. ORGANIZINGORGANIZING Organization is the deployment of resources to achieve strategic goals. It is reflected in –Division of labor into specific departments & jobs –Formal lines of authority –Mechanisms for coordinating diverse organizational tasks

4. Designing Adaptive Organizations Organizing Principles and Concepts Organizing the Vertical Structure Using Mechanisms for Horizontal Coordination Tailoring Various Elements of Structural Design to Organizational Situations

5. ORGANIZATION STRUCTURE Defines how tasks are divided, resources are deployed, and departments are coordinated ●Set of formal tasks assigned ●Formal reporting relationships The design of systems to ensure effective coordination of employees across department

6. THE ORGANIZATION CHART Visual representation Set of formal tasks Formal reporting relationships Framework for vertical control “The Home Depot is the world's largest home improvement retailer currently operating 1,363 stores.

7. ORGANIZATIONAL STRATEGY Resources are critical to organizational strategy because they can help companies create and sustain an advantage over competitor  Resources The assets, capabilities, processes, information, and knowledge that an organization uses to improve its effectiveness and efficiency and to create and sustain an advantage over competitors and to fulfill a need or solve a problem

8.  Competitive Advantage Providing greater value for customers than competitor can  Sustainable Competitive Advantage A competitive advantage that other companies have tried unsuccessfully to duplicate and have, for the moment, stopped trying to duplicate ORGANIZATIONAL STRATEGY

9. CERTAIN CONDITION Firm’s resources are to be used to achieved a sustainable competitive advantage :  Valuable Resources allows companies to improve efficiency and effectiveness  Rare Resources not controlled or possessed by many competing firms  Imperfectly Imitable Resource impossible or extremely costly or difficult for other firms to duplicate  Non-Sustitutable Resources without equivalent substitutes or replacements that produces value or competitive advantage

10. WORK SPECIALIZATION WORK SPECIALIZATION Division of labor concept Tasks are subdivided into individual jobs Employees perform only the tasks relevant to their specialized function Jobs tend to be small, but they can be performed efficiently

11. Line and Staff Authority Line Authority = individuals in management positions have the formal power to direct and control immediate subordinates Staff Authority = granted to staff specialists in their area of expertise

12. Span of Management/Span of Control Number of employees who report to a supervisor –Traditional view = seven subordinates per manager –Lean organizations today = 30+ subordinates Supervisor Involvement – must be closely involved with subordinates, the span should be small –need little involvement with subordinates, it can be large

13. Factors Associated With Less Supervisor Involvement Work is stable and routine Subordinates perform similar work tasks Subordinates are concentrated in a single location Subordinates are highly trained Rules and procedure defining task activities are available Support systems and personnel are available for the manager Little time is required in non-supervisory activities Managers’ preferences and styles favor a large span

14. Tall vs. Flat Structure Span of Control used in an organization determines whether the structure is tall or flat Tall structure has a narrow span and more hierarchical levels Flat structure has a wide span, is horizontally dispersed and fewer hierarchical levels The trend has been toward wider spans of control

15. Centralization vs. Decentralization Greater change and uncertainty in the environment are usually associated with decentralization The amount of centralization or decentralization should fit the firm’s strategy In times of crisis or risk of company failure, authority may be centralized at the top

16. DEPARTMENTALIZATION The basis on which individuals are grouped into departments  Vertical functional approach.  Vertical functional approach. People are grouped together in departments by common skills.  Divisional approach  Divisional approach. Grouped together based on a common product, program, or geographical region.  Horizontal matrix approach  Horizontal matrix approach. Functional and divisional chains of command. Some employees report to two bosses  Team-based approach  Team-based approach. Created to accomplish specific tasks

17.  Network approach  Network approach. Small, central hub electronically connected to their other organizations that perform vital functions. Departments are independent, and can be located anywhere.  Virtual approach  Virtual approach. Brings people together temporarily to exploit specific opportunities then disbands DEPARTMENTALIZATION The basis on which individuals are grouped into departments

18. PROJECT MANAGEMENT STRUCTURE 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.

19. Organizing Projects: Functional organizationOrganizing 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. PROJECT MANAGEMENT STRUCTURE

20. Functional Organizations

21. 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

22. 22 Efficient use of resources Efficient use of resources Skill specialization development Skill specialization development Top management control Top management control Excellent coordination Excellent coordination Quality technical problem solving Quality technical problem solving DIVISIONAL STRUCTURE ADVANTAGES

23. 23 Poor communications Poor communications Slow response to external changes Slow response to external changes Decisions concentrated at top Decisions concentrated at top Pin pointing responsibility is difficult Pin pointing responsibility is difficult Limited view of organizational goals by employees Limited view of organizational goals by employees DIVISIONAL STRUCTURE DISADVANTAGES

24. Organizing Projects: Dedicated TeamsOrganizing 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. PROJECT MANAGEMENT STRUCTURE

25. Dedicated Project Team

26. Project Organization: Dedicated Team Advantages –Simple –Fast –Cohesive –Cross-Functional Integration Disadvantages –Expensive –Internal Strife –Limited Technological Expertise –Difficult Post-Project Transition

27. Project Organizational Structure

28. 28 Same advantages as functional structure Same advantages as functional structure Reduced barriers among departments Reduced barriers among departments Quicker response time Quicker response time Better morale Better morale Reduced administrative overhead Reduced administrative overhead TEAM ADVANTAGES

29. 29 Dual loyalties and conflict Dual loyalties and conflict Time and resources spent on meetings Time and resources spent on meetings Unplanned decentralization Unplanned decentralization TEAM DISADVANTAGES

30. 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. PROJECT MANAGEMENT STRUCTURE

31. Matrix Organization Structure

32. 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? How will the project involvement do the task?impact normal functional activities? How well has the total project Is the task satisfactorilyHow well has the functional been done? completed? input been integrated?

33. Different Matrix Forms Functional (also Weak or Lightweight) FormFunctional (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) FormBalance (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) FormStrong (Heavyweight) Form –Resembles a project team in which the project manager has broader control and functional departments act as subcontractors to the project.

34. Project Organization: Matrix Form Advantages –Efficient –Strong Project Focus –Easier Post-Project Transition –Flexible Disadvantages –Dysfunctional Conflict –Infighting –Stressful –Slow

35. 35 More efficient use of resources than single hierarchy More efficient use of resources than single hierarchy Adaptable to changing environment Adaptable to changing environment Development of both general and specialists management skills Development of both general and specialists management skills Expertise available to all divisions Expertise available to all divisions Enlarged tasks for employees Enlarged tasks for employees Horizontal Matrix Advantages

36. 36 Dual Authority Structure in a Matrix Organization

37. 37 Dual chain of command Dual chain of command High conflict between two sides of matrix High conflict between two sides of matrix Many meetings to coordinate activities Many meetings to coordinate activities Need for human relations training Need for human relations training Power domination by one side of matrix Power domination by one side of matrix Horizontal Matrix Disadvantages

38. Organizing Projects: Network OrganizationsOrganizing Projects: Network Organizations –An alliance of several organizations for the purpose of creating products or services. A “hub” or “core” firm with strong core competencies outsources key activities to a collaborative cluster of satellite organizations. PROJECT MANAGEMENT STRUCTURE

39. Mountain Bicycle Network Project

40. Project Organization: Network Form Advantages –Cost Reduction –High Level of Expertise –Flexible Disadvantages –Coordination of Breakdowns –Loss of Control –Conflict

41. 41 Global competitiveness Global competitiveness Work force flexibility Work force flexibility Reduced administrative overhead Reduced administrative overhead NETWORK APPROACH ADVANTAGES

42. 42 No hands-on control No hands-on control Loss of part of the organization severely impacts remainder of organization Loss of part of the organization severely impacts remainder of organization Employee loyalty weakened Employee loyalty weakened NETWORK APPROACH DISADVANTAGES

43. 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.

44. Choosing the Appropriate PROJECT MANAGEMENT STRUCTURE Organization (Form) ConsiderationsOrganization (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?

45. Project ConsiderationsProject 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 Choosing the Appropriate PROJECT MANAGEMENT STRUCTURE

46. ORGANIZATIONAL CULTURE Organizational Culture DefinedOrganizational 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.

47. Key Dimensions Defining an Organization’s Culture

48. 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.

49. Organizational Culture Diagnosis Worksheet

50. Implications of Organizational Culture for Organizing Projects Challenges for Project Managers in Navigating Organizational CulturesChallenges for Project Managers in Navigating Organizational Cultures –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

51. Cultural Dimensions of an Organization Supportive of Project Management

52. DISCUSSION THE END

53. Organization of Product Development Projects at ORION

54. Traditional Master Plan at ORION

55. Proposed Project Organization for the Jaguar Project

56. Jaguar Master Plan

57. Mechanisms for Sustaining Organizational Culture