ADVANCED DIPLOMA IN PROJECT

MANAGEMENT

MODULE 1
GROUP ASSIGNMENT

GROUP MEMBERS :
THABO AUTLWETSE
NELSON BOPA
AMELTON GAEFHELE
RUTH SENKU
GAOLAPELWE KETLOGETSWE
MORRIS MAPOSA

1
Multi Projects is a well established consulting firm with a good reputation
and a staff complement of 400 employees. It has multiple projects running
concurrently and its greatest challenge is satisfying clients it aims to
retain from previous work as well as targeting growing companies for
future business. Projects range in value from $20, 000 to $1,000,000. The
firm has a matrix organization structure. Currently it is working on two
separate projects for two of its clients (Goodold and Growing Corporation).
Goodold is a long time client and Growing Corporation is a new client.
Goodold currently has a project with Multi Projects which is running under
a busy and tight schedule and is expected to end in the next four months.
Growing Corporation has recently awarded a project to Multi Projects
which they had thought was dead as six months had elapsed since the
proposal was submitted. Multi Projects has a challenge to allocate project
resources (human) in a way that benefits all parties involved.

Problem Evaluation

In evaluating the challenges faced by Multi Projects, it would be necessary

to look at the company’s organizational model and to see if the approach
and reaction of the two project managers are consistent with the matrix
type used by the Organization. If the answer is in the negative, to what
extent has this affected its operations. We would also look at issues of
interpersonal relations, organizational structure and resource allocation.

Organizational Structure

The matrix organization structure is a kind of hybrid- a mix of both the

functional and project organization structures. It provides the project and
customer focus of the project structure, but it retains the functional
expertise of the functional structure. (Gido/Clemens. Effective Project
Management@ page 416)

The role of the project manager in the matrix organization structure is

2
The advantages derived from this structure are efficient utilization of
resources, functional expertise being available to all projects, increased
learning and knowledge transfer and

improved communication The disadvantages of the matrix organization

structure that have been identified are dual reporting relationships and a
need for balance of power. (Gido supra. 416).

There is a problem arising from the desire by both project managers (Jeff
and Julie) to utilize the functional expertise of Tyler for either project
exclusively. Added to that is Tyler’s seemingly divided loyalty to the two
project managers as well as his relating to the functional manager. The
organizational structure as it stands renders the functional manager
(Jennifer) incapable of resolving the conflict surrounding the deployment
of Tyler as she does not have overall responsibility over the Project
Managers.

Resource Allocation

While it is the project manager’s responsibility to define what has to be

done, (ie work scope) by when(schedule) and for how much(budget) to
meet the project objective and to satisfy the customer, it is the duty of the
functional manager to provide the necessary resources to accomplish
that. The functional manager provides technical guidance and leadership
and to ensure that all tasks assigned to that technical component are
completed within technical requirements, within budget and on schedule.
The insistence by Jeff to use Tyler’s expertise exclusively defeats the
advantages inherent in the matrix type of organization to optimally use
resources for more than one project.

Interpersonal relations is a key characteristic required of project

managers. As leaders of project teams, project managers must cast a
clear vision of what is expected to be achieved and the important role that

3
each of their respective team members has to play to achieve that
objective. The project managers must foster the collective ownership of
projects by team members. Their relations with people across the
organization should be exemplary. They must impress upon team
members the value of everyone’s contribution. When Project team
members can envision the results they will be more motivated as a team
to complete the project successfully (Gido. 304). In the case at hand there
is a conflict between Jeff and Julie over the deployment of Taylor, this
conflict is not helped by the rash conduct of Jeff and Julie’s refusal to
compromise on the issue. The manner in which Jeff approached Julie
shows a lack of relational management on his part and has the potential
to spoil any future professional intercourse. This is clearly demonstrated
by Julie’s reaction in asserting that it will be impossible to have Tyler
working on the Growing Project and her unwillingness to treat the matter
with the urgency it deserves, particularly in view of the fact that there is a
scheduled meeting between the client and the project team within a
week’s time, the very period that Julie will be away.

Proposed Solutions

The first step in solving the problem is to review the Organizational

Structure and come up with a more balanced Matrix type of Organization
in terms of Annexure B.

In the proposed structure there will be a Program manager to oversee the

work of project managers. The Program Manager will be charged with the
leading, creating, implementing and improving of portfolios of Project
Management processes and other business processes (Cranefield. Module
1 Manual). The responsibility of resolving priority conflicts between two or
more projects within the Organization will lie with the program manager
(Gido.413). The Program Manager will advise the functional manager on
the suitability of allowing Tyler to continue working exclusively in Goodold

4
Project or redeploying him exclusively to the Growing Project, or
assigning him to work on both.

Resource Allocation

Among the responsibilities of the Program Manager to be appointed is to

assess the competing resource needs and advise on priorities in terms of
least overall risk to the organization and customer relationships
(Gido.413). He will determine whether it will be the optimal or efficient
use of resources for Tyler to be working on both projects, or exclusively
on either of the two.

Interpersonal relations

The Program Manager will have to call a meeting of the Project Managers
where he will explain his role as the link between the Program Office and
the Functional Managers. He will present himself at this meeting as the
focal person for receiving all communication pertaining to their respective
needs in order to avoid unnecessary conflict over resources. The Program
manager will be tasked with facilitating leadership training for Project
Managers in order to improve their competency.

*************************************