Project Leadership

Question 1

What is the definition Pure project organisation?

Answer 1

Consists of a permanent project board supported by team members who are brought in on an ad hoc basis.

Question 2

What is the definition of Matrix structures?

Answer 2

Provide dual reporting lines for team members, to manager of a project and also to the relevant function.

Question 3

What are the 3 styles of matrix organisation?

Answer 3

1.) Lightweight matrix- project manager co-ordinates project and chair meetings between departments involved. Project manager has limited power to enforce commitment of department members.
2.) Balanced model - department incentivised to engage with project by linking part of department’s income to successful completion of project. Can increase conflict between departmental needs.
3.) Heavyweight matrix- departmental members are seconded to the project on a full-time basis. Leaves the department without their members until the project is completed.

Question 4

What are the advantages of the Matrix structure?

Answer 4

• Improves decision-making by bringing in wide range of skills and experiences from different departments
• Improves communication between technical specialists
• Encourages direct contact rather than formal controls
  -Allows managers in the business to develop by experiencing company-wide issues

Question 5

What are the disadvantages of the Matrix structure?

Answer 5

• Lack of clear responsibility due to team members having two line managers
• Conflict between functional and divisional reporting
• Difficult for a specialist to appraise the performance of those delivering a different technical discipline
• Excessive time spent managing the matrix (interpersonal conflicts,prioritising tasks.)

Question 6

What are some common problems that a project manager will encounter when it comes to creating a team?

Answer 6

• Unclear goals and objectives
• Lack of team structure
• Lack of role definition
  -Poor leadership
• Lack of commitment

Question 7

According to TUCKMAN and JENSEN what are the 6 stages in group development?

Answer 7

1.) Forming - project comes together.
2.) Storming - procedures and norms are established for the group
3.) Norming - project team settles down and decides how project will be delivered.
4.) Performing - project team delivers project in line with time, cost and scope constraints defined.
5.) Dorming - On long-term projects, or if team members are over-familiar with project management process, there is a risk that project team becomes complacent.
6.) Mourning/adjourning - project team disbands and post-project review happens.

Question 8

What factors need to be considered to reconcile individual and organisational objectives?

Answer 8

1.) Membership - size of the group, homogeneity of members, membership of other groups
2.) Environment - climate of management and leadership
3.) Dynamics - level of change, history of success or failure.

Question 9

Handy argues that team’s effectiveness depends on:

Answer 9

1.) Givens - team, task, environment
2.) Intervening factors - leadership style, procedures, motivation levels
3.) Outcomes - productivity of the group, satisfaction of the member.

Question 10

Name Steiner’s 4 team dynamics models:

Answer 10

1.) Additive model - each individual contributes independently of anyone else. Output inefficient.
2.) Conjunctive (co-ordination) model - high sequential dependence between members. Output dependant on weakest member.
3.) Disjunctive (collaboration) model - idea of most competent member is implemented.
4.) Complementary model - task is divided into component parts with different model for each task.

Question 11

What are some drawbacks of teams?

Answer 11

• Conformity
• Abilene Paradox (unpopular plan is implemented because member thinks they’re only one who doesn’t support it)
• Groupthink
  -Risky shift
  -Delays
  -Inter-group conflicts

Question 12

What are the 4 points needed for rewards to be effective in motivating teams?

Answer 12

• Distinct roles and performance measures so team knows what needs to be done to earn reward
  -Sufficient autonomy and influence over performance so that team recognises additional effort will earn the reward.
• Maturity,stabililty and co-operation within the team
• Interdependence (makes sure everyone pulls their weight)

Question 13

What are the project roles that can be undertaken by CGMA?

Answer 13

-Project manager
-Project sponsor
-Project customer/user
-Member of project team
-Provider of financial information and data to the project team

Question 14

Higher power of a stakeholder in the matrix is caused by?

Answer 14

-Status
-Claim on resources
- Formal representation