Organization
SESW 108: Program Development and Management
Dr. Kazi Abdur Rouf
Instructor
Settlement Services Worker Certificate
Social Service Worker Part-Time Diploma Program
School of Social and Community Services
Humber College Institute of Technology and Advanced Learning
Building C, Lakeshore Campus, Toronto
Tuesday, October 30, 2012
6:30 - 9:30 PM
(9th class lesion)
Organization, Work Breakdown Structure
Project type structures
Functional Project Organization
Matrix Project Organization
Mixed Organization Structure
Major sources of Conflict during Various Stages of Project Cycle
Organizational Culture
Project type structures
Pure Project Organization: It is like football stadium or a shopping mall.
Structure of the pure Project
President
PM
Marketing
Manufacture
Marketing
Manufacturing
R&D
Finance
Personnel
Manager, Project
A
Marketing
Manufacturing
R&D
Finance
Personnel
Project Manager B
R&D
Functional Project Organization
• Functional project has immediate, direct, and complete contact with the
important department and has in-depth access
• Such projects do not have the high personnel costs associated with pure
projects
• Easily assign people to the project on a part-time basis.
• Projects are not removed from the parent organization
• Problems: Communications across functional department boundaries are
rarely as simple as most firms think they are.
• Besets functionally organized projects. The project is rarely a high –priority in
the life of the division.
Structure
President
Marketing
R&D
Personnel
Finance
Matrix Project Organization
The below matrix organization figure illustrates two distinct levels of
responsibility in the matrix organization:
1. Normal functional hierarchy that runs vertically departments such as
marketing, finance, personnel and services
2. There are horizontal structures, the projects that overly the functional
departments and have access to the functional department’s competence.
Matrix Organization Structure
President
PM
PM1
PM2
PM3
Services
Marketing
Finance
R&D
Personnel
Mixed Organization Structure
• Functional, matrix and pure projects exist side by side in some organizations.
In reality, they are never as neatly defined as they appear in the figures.
• Usually mixed organizational structures and functions happened in practice.
• Mixed organization structure can be called hybridization: duplication,
overlapping authority and increased friction between project and functional
management.
• Mixed Organization Structure
President
PM
Finance
Logistics
Personnel
Major sources of Conflict during Various Stages of Project Cycle
Life Cycle
Phase
• Priorities clearly defined plans. Joint decision making and or consultation
with affected parties. Stress to organizational goals
• Develop detailed administrative operating procedures to be followed in the
conflict of project, develop statement of understanding or charter
• Develop schedule commitments in advance of actual project
commencements, forecast other departmental priorities
Building
Phase
• Provide effective feedback to support areas on forecasted project plans and
needs review sessions
• Schedule work breakdown packages (project subunit) to cooperation with
functional groups
• Contingency planning on key administrative issues
Main
program
• Continually monitor work in progress, communicate results to affected
parties
• Forecast problems and consider alternatives
• Identify potential trouble spots needing closet surveillance
• Early resolution of technical problems
• Communication of schedule and budget restrains to technical personnel,
emphasis adequate, early technical testing
phaseout
• Schedules: Close schedule monitoring in project life cycle
• Consider reallocation of available staff to critical project areas prone to
schedule slippages
• Attain prompt resolution of technical issues which may affect schedules
• Personality and labor: Develop plans for reallocation of people upon project
completion
• Maintain harmonious working relationship with project team and support
groups
• Try to loosen up high-stress environment.
Organizational Culture
• Organizational attitudes, mind-sets, customary practices and opinions within
the organization
• Mission and vision of the organization
• Senior management corporate decisions.
• Projects can influence these features. Example: risk-taking, responding to
opinions, services diversifications.
• Taxation policy is very important for the not-for-policy organizations.
Main components of Work Breakdown Structure (WBS)
•
•
•
•
•
•
•
Structure
Methods of sub0division
Numbering or coding system
Level of detail
Number of WBS levels
Roll-up
Integrating the WBS/OBS to assign responsibility
•
Source: Rory Burke (1999). Project Management: Planning and control techniques. Chapter 22. Toronto: Willey.
Work Breakdown Structure
AGM Meeting and
Dinner Party
AGM Meeting Coordinator
Agenda
Mailing lists
Invitations
/Venue
Dinner Party Coordinator
Catering
contact
Foods
Finance
XXX Organizational Structure
Chairperson & Board
of Directors
Company Secretary
CEO
Vice president
(Finance-GM)
Vice-president
Program-GM
Vice-president
Marketing -GM
Lawyer
Project Manager
Settlement
worker
Monitoring
Community
worker
Secretary
Logistic