Week 2 Flashcards
Challenges to organising Projects
- The uniqueness and short duration of projects relative to ongoing longer-term organisational activities
- The multidisciplinary and cross-functional nature of projects creates authority and responsibility dilemmas
What are the four project structures
Functional structure
Dedicated Project teams
Projectised structure
Matrix structure
Functional Approach
- 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.
What are the advantages of functional approach
No structural change
Flexibility
In-depth expertise
Easy post-project transition
What are the disadvantages of functional approach
Lack of focus
Poor integration
Slow
Lack of ownership
Dedicated Project Teams
- Teams operate as separate units under the leadership of a full-time project manager.
- The project manager is responsible for recruiting people for the project team and is charged with the responsibility to get the project done.
- In a projectised organisation where projects are the dominant form of business, functional departments are responsible for providing support for its teams
Advantages of dedicated project teams
Simple
Fast
Cohesive
Cross-functional integration
disadvantages of dedicated project teams
Expensive
Internal strife
Limited technological expertise
Difficult post-project transition
What are the three types of matrix
Weak form
Balanced form
Strong form
What are the advantages of the Matrix structure
Efficiency
Stronger Project Focus
Easier Post-Project Transition
Flexible – Resources and people can be shared flexibly within the organisation depending on the need of the project and the function.
Efficiency
– resources can be shared across multiple projects and with the functional divisions.
Stronger Project Focus
– formally designated project managers legitimises the project and helps provide a holistic approach to problem solving.
Easier Post-Project Transition
– as people are still associated with their functional division, there is no issue about where someone returns to after the completion of a project.
Flexible
– Resources and people can be shared flexibly within the organisation depending on the need of the project and the function.
Disadvantages of matrix structure
-Dysfunctional conflict due to having two bosses
(Violates the principle of a “unity of command”)
-Infighting: conflicts in the use of resources, both between projects and between functions.
-Slow: In practice matrix structures are quite slow in decision making due to having to get agreements across multiple functional groups.
