Chapter 3: Organization Structure & Culture

1. Chapter 3: Organization Structure & Culture

2. 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 • A project management system provides a framework for launching and implementing project activities within a parent organization. • The best system balances the needs of the project with the needs of the organization by defining the interface between the project and parent organization in terms of authority, allocation of resources, and eventual integration of project outcomes into mainstream operations.

3. 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.

4. Functional Organizations FIGURE 3.1

5. Functional Organization

6. Advantages No Structural Change Flexibility In-Depth Expertise Easy Post-Project Transition Disadvantages Lack of Focus Poor Integration Slow Lack of Ownership Functional Organization of Projects

7. No Structural Change Projects are completed within the basic functional structure of the parent organization. There is no radical alteration in the design and operation of the parent organization Flexibility There is maximum flexibility in the use of staff. Switching of appropriate specialists between projects In-Depth Expertise With narrow scope, in-depth expertise can be brought to bear on the most crucial aspects of the project. Easy Post-Project Transition Normal career paths within a functional division are maintained. Functional Organization of Projects (advantages)

8. Functional Organization of Projects (disadvantages) • Lack of Focus • Each functional unit has its own core routine work to do; responsibilities get pushed aside to meet primary obligations. • Different priorities for different units. • Poor Integration • Functional specialists tend to be concerned only with their segment of the project • Slow • Slow response time—project information and decisions have to be circulated through normal management channels. • Lack of Ownership • Week motivation; additional burden; no identification; Lack of ownership discourages strong commitment.

9. Project Management Structures (cont’d) • Organizing Projects: Dedicated Teams • Teams operate as separate units under the leadership of a full-time project manager. • The interface between the parent organization and the project teams will vary between tight rein through financial controls or maximum freedom to get the project done. • Projects are the dominant form of business (construction firm or a consulting firm). • In a projectized organization where projects are the dominant form of business, functional departments are responsible for providing support for its teams.

10. Dedicated Project Team FIGURE 3.2

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

12. Simple the functional organization remains intact with the project team operating independently Fast Participants devote their full attention to the project and are not distracted by other obligations and duties. Response time tends to be quicker because most decisions are made within the team and are not deferred up the hierarchy. Cohesive Participants share a common goal and personal responsibility toward the project and the team. Cross-Functional Integration Specialists from different areas work closely together and become committed to optimizing the project. Project Organization: Dedicated Team (advantages)

13. Expensive Project manager and resources are assigned on a full-time basis (duplication of efforts across projects and a loss of economies of scale). Internal Strife A disease known as projectitis develops; A strong we–they divisiveness emerges between the project team and the parent organization. Miss-integration of outcomes into mainstream Limited Technological Expertise Technical expertise is limited somewhat to the talents and experience of the specialists assigned to the project. Difficult Post-Project Transition Transition back of employees to their original functional departments may be difficult (prolonged absence) Project Organization: Dedicated Team (disadvantages)

14. Projectized Organizational Structure FIGURE 3.3

15. Projectized Organization

16. 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. • Designed to optimally utilize resources by having individuals work on multiple projects as well as being capable of performing normal functional duties.

17. Matrix Organization Structure FIGURE 3.4

18. 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 Why will the task be done? How will the project involvementto 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? TABLE 3.1

19. Different Matrix Forms • Weak Form • The authority of the functional manager predominates and the project manager has indirect authority. • Balanced Form • The project manager sets the overall plan and the functional manager determines how work to be done. • Strong Form • The project manager has broader control and functional departments act as subcontractors to the project.

20. Different Matrix Forms (weak form) • The authority of the functional manager predominates and the project manager has indirect authority. • This form is very similar to a functional approach with the exception that there is a formally designated project manager responsible for coordinating project activities. • Functional managers are responsible for managing their segment of the project and decide who does what and when the work is completed. • The project manager basically acts as a staff assistant who monitor the project indirectly and draws the schedules and checklists, collects information on status of work, and facilitates project completion.

21. Weak Matrix Organization

22. Different Matrix Forms (balanced form) • The project manager is responsible for defining what needs to be accomplished while the functional managers are concerned with how it will be accomplished. • The project manager establishes the overall plan for completing the project, integrates the contribution of the different disciplines, sets schedules, and monitors progress. • The functional managers are responsible for assigning personnel and executing their segment of the project according to the standards and schedules set by the project manager.

23. Balanced Matrix Organization

24. Different Matrix Forms (strong form) • Attempts to create the “feel” of a project team within a matrix environment. • The project manager controls most aspects of the project, including scope trade-offs and assignment of functional personnel as well as controls when and what specialists do and has final say on major project decisions. • The functional manager has title over her people and is consulted on a need basis.

25. Composite Organization PMO

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

27. Efficient reduces duplication required in a projectized structure through sharing resources & dividing personnel energy on as-needed basis. Strong Project Focus provided by having a formally designated project manager who is responsible for coordinating and integrating contributions of different units. Easier Post-Project Transition specialists maintain ties with their functional group, so they have a homeport to return to once the project is completed. Flexible provide for flexible utilization of resources and expertise within the firm. Project Organization: Matrix Form (advantages)

28. Dysfunctional Conflict tension between functional managers and project managers who bring critical expertise and perspectives to the project. Infighting Any situation in which equipment, resources, and people are being shared across projects and functional activities lends itself to conflict and competition for scarce resources. Stressful Violates the management principle of unity of command. Project participants have at least two bosses—their functional head and one or more project managers. Slow Decision making can get slow down as agreements have to be forged across multiple functional groups. (balanced matrix). Project Organization: Matrix Form (disadvantages)

29. Organizational Influences on Projects

30. Choosing the Appropriate Project Management Structure • Organization (Form) Considerations • Project Considerations

31. 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? • If over 75 percent of work involves projects, then an organization should consider a fully projectized organization. • If an organization has both standard products and projects, then a matrix arrangement would appear to be appropriate. • If an organization has very few projects, then a less formal arrangement is probably all that is required. • What level of resources (human and physical) are available?

32. 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

33. Organizational Culture (importance) • There is a strong connection between project management structure, organizational culture, and project success. • Organizations successfully manage projects within the traditional functional organization because the culture encouraged cross-functional integration. • Conversely we have seen matrix structures break down because the culture of the organization did not support the division of authority between project managers and functional managers. • Companies relying on independent project teams because the dominant culture would not support the innovation and speed necessary for success.

34. 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. • culture helps create social order within an organization.

35. Organizational Culture • Culture is also one of the defining aspects of an organization that sets it apart from other organizations even in the same industry. • Most organizations have developed unique cultures that manifest in numerous ways including, but not limited to: • Shared visions, values, norms, beliefs, and expectations, • Policies, methods, and procedures, • View of authority relationships, and • Work ethic and work hours.

36. Key Dimensions Defining an Organization’s Culture FIGURE 3.5

37. Key Dimensions Defining an Organization’s Culture 1. Member identity — the degree to which employees identify with the organization as a whole rather than with their type of job or field of professional expertise. 2. Team emphasis — the degree to which work activities are organized around groups rather than individuals. 3. Management focus — the degree to which management decisions take into account the effect of outcomes on people within the organization. 4. Unit integration — the degree to which units within the organization are encouraged to operate in a coordinated or interdependent manner. 5. Control — the degree to which rules, policies, and direct supervision are used to oversee and control employee behavior.

38. Key Dimensions Defining an Organization’s Culture 6. Risk tolerance — the degree to which employees are encouraged to be aggressive, innovative, and risk seeking. 7. Reward criteria — the degree to which rewards such as promotion and salary increases are allocated according to employee performance rather than seniority, favoritism, or other nonperformance factors. 8. Conflict tolerance — the degree to which employees are encouraged to air conflicts and criticisms openly. 9. Means versus end orientation — the degree to which management focuses on outcomes rather than on techniques and processes used to achieve those results. 10. Open-systems focus — the degree to which the organization monitors and responds to changes in the external environment.

39. Types of Organizational Culture • “Strong” or “thick” are adjectives used to denote a culture in which the organization’s core values and customs are widely shared within the entire organization. • “thin” or “weak” culture is one that is not widely shared or practiced within a firm. • Even within a strong organizational culture, there are likely to be subcultures often aligned within specific departments or specialty areas. • People working in the marketing department may have a different set of norms and values than those working in finance.

40. 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.

41. Organizational Culture Diagnosis Worksheet Power Corp. I. Physical Characteristics: Architecture, office layout, décor, attire Corporate HQ is 20 Story modern building—president on top floor. Offices are bigger in the top floors than lower floors. Formal business attire (white shirts, ties, power suits, . . . ) Power appears to increase the higher up you are. II. Public Documents: Annual reports, internal newsletters, vision statements At the heart of the Power Corp. Way is our vision . . . to be the global energy company most admired for its people, partnership and performance. Integrity. We are honest with others and ourselves. We meet the highest ethical standards in all business dealings. We do what we say we will do. III. Behavior: Pace, language, meetings, issues discussed, decision-making style, communication patterns, rituals Hierarchical decision-making, pace brisk but orderly, meetings start on time and end on time, subordinates choose their words very carefully when talking to superiors, people rarely work past 6:00 P.M., president takes top performing unit on a boat cruise each year . . . IV. Folklore: Stories, anecdotes, heroines, heroes, villains Young project manager was fired after going over his boss’s head to ask for additional funds. Stephanie C. considered a hero for taking complete responsibility for a technical error. Jack S. was labeled a traitor for joining chief competitor after working for Power Corp. for 15 years. FIGURE 3.6

42. Implications of Organizational Culture for Organizing Projects • Challenges 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

43. Cultural Dimensions of an Organization Supportive of Project Management FIGURE 3.7

44. Mechanisms for Sustaining Organizational Culture