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Leading the Project Coalition 1© Graham M Winch
V : Leading the Project Coalition
• designing effective project organisations• infusing the project mission
Leading the Project Coalition 2© Graham M Winch
Complex Organisations
• a purpose• a division of labour• a hierarchy• a set of transformation processes• a set of co-ordination processes• two types of organisation
structure
process
Leading the Project Coalition 3© Graham M Winch
Two Types of Organisation
Bureaucratic organisation Adhocratic organisationTall hierarchy Flat hierarchyClear and precise specification of taskresponsibilities
Ambiguous and overlapping taskresponsibilities
Reliance upon procedures for co-ordination
Reliance upon leadership andteamworking for co-ordination
Search for technical fixes to co-ordination problems
Development of organisationalcapabilities to solve co-ordinationproblems
Production driven Responsive to client needsStrong emphasis upon planning Strong emphasis upon learning by
doingSimple jobs in a complex organisation Complex jobs in a simple organisationEmphasis on productivity Emphasis on flexibility
Leading the Project Coalition 4© Graham M Winch
[Co-ordination] expresses the principles of organization in toto;nothing less. This does not mean that there are no subordinateprinciples : it simply means that all the others are contained inthis one of co-ordination. The others are simply the principlesthrough which co-ordination operates and thus becomes effective
James D. Mooney
15: Designing Effective Project Organisations
Leading the Project Coalition 5© Graham M Winch
Designing Effective Project Organisations
• the rise of the project management concept• the responsibilities of the client• who is the project manager?• organising the project through the life-cycle• project organisation in construction• the organisation breakdown structure• project teamworking
Leading the Project Coalition 6© Graham M Winch
The Rise of the PM Concept
• an organisational innovation– a specialist co-ordinator of the process
• constructing large, complex systems– railways– aerospace
• the cold war programmes– Polaris/ Atlas
• resource bases and project coordinators
7© Graham M Winch
Resource Bases and Project Coordinators
resource basecontrol
project co-ordinator control
functional celllight -weight
heavy -weight
Leading the Project Coalition 8© Graham M Winch
Resource Bases and Project Coordinators
Project Manager Resource-Base ManagerWhat is the task to be done? How will the task be done?When will the task be done? Where will the task be done?Why will the task be done? Who will do the task?What is the budget for the task What are the resources required for the
task?Quality of integration of task output intofinal product
Quality of task output
Leading the Project Coalition 9© Graham M Winch
A Hierarchy of Project Managers
• project manager• programme manager
– but note alternative definition
• project division
Leading the Project Coalition 10© Graham M Winch
The Responsibilities of the Client• promoter
– defining need
• financier– obtaining capital
• decision-maker– appropriately timed decisions
• recruiter– mobilising appropriate resource bases
• the problem of managerial capabilities– in-house capability– executive project management
11© Graham M Winch
Client Project Management Options
client client
project coalition project coalition
executive project
manager
PM dept
Leading the Project Coalition 12© Graham M Winch
Who is the Project Manager?
• project management as a diffused responsibility
• Tate Modern Project Directors– Tate– Stanhope– Schal
• Boston Central/Artery– client side/supply side– external relations/internal effectiveness
13© Graham M Winch
Boston C/AT Project Organisation
ProjectDirector
DeputyProject Director
ProgramManager
ProjectManager
external relationsinternal
effectiveness
clientside
supplyside
Leading the Project Coalition 14© Graham M Winch
Organisation Through the Life-cycle
• organisation design a function of the level of uncertainty and size
• as uncertainty reduces organisation changes
• as size increases, organisation changes
• matrix swing– centralised to decentralised– around 15% complete
bureaucracy
bureaucracy
Leading the Project Coalition 15© Graham M Winch
Project Organisation in Construction
• little coordination at the level of the project as a whole
• mixing project and resource base management responsibilities
• poor training• resource bases in the project coalition
16© Graham M Winch
Resource-bases and the Project Coalition
team A
team Bteam C
team D
team E
team F
the project coalition
Leading the Project Coalition 17© Graham M Winch
The OBS
• responsibility analysis– X axis - resource bases– Y axis - WBS– level of responsibility
• DECA– Decide– Execute– Consult– Advise
Leading the Project Coalition 18© Graham M Winch
Basic Module of a Responsibility Chartresource base
dimension
task dimension
E
DecideExecuteConsultAdvise
Leading the Project Coalition 19© Graham M Winch
Project Teamworking
• most appropriate size: 5- 7• complementary skills
– leader; generator; evaluator; finisher
• clear goals• appropriate incentives• the manageable zone• the team development cycle
Leading the Project Coalition 20© Graham M Winch
The Manageable Zone in Teamworking
groupthink unmanageable conflict
manageable zone
low teamdiversity
high teamdiversity