V : Leading the Project Coalition • designing effective project organisations • infusing the project mission © Graham M Winch Leading the Project Coalition 1 Complex Organisations • • • • • • a purpose a division of labour structure a hierarchy a set of transformation processes a set of co-ordination processes two types of organisation © Graham M Winch Leading the Project Coalition process 2 Two Types of Organisation Bureaucratic organisation Adhocratic organisation Tall hierarchy Flat hierarchy Clear and precise specification of task Ambiguous and overlapping task responsibilities responsibilities Reliance upon procedures for co- Reliance upon leadership and ordination teamworking for co-ordination Search for technical fixes to co- Development of organisational ordination problems capabilities to solve co-ordination problems Production driven Responsive to client needs Strong emphasis upon planning Strong emphasis upon learning by doing Simple jobs in a complex organisation Complex jobs in a simple organisation Emphasis on productivity Emphasis on flexibility © Graham M Winch Leading the Project Coalition 3 15: Designing Effective Project Organisations [Co-ordination] expresses the principles of organization in toto; nothing less. This does not mean that there are no subordinate principles : it simply means that all the others are contained in this one of co-ordination. The others are simply the principles through which co-ordination operates and thus becomes effective James D. Mooney © Graham M Winch Leading the Project Coalition 4 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 © Graham M Winch Leading the Project Coalition 5 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 © Graham M Winch Leading the Project Coalition 6 Resource Bases and Project Coordinators project co-ordinator control resource base control functional © Graham M Winch light weight heavy weight cell 7 Resource Bases and Project Coordinators Project Manager What is the task to be done? When will the task be done? Why will the task be done? What is the budget for the task Resource-Base Manager How will the task be done? Where will the task be done? Who will do the task? What are the resources required for the task? Quality of integration of task output into Quality of task output final product © Graham M Winch Leading the Project Coalition 8 A Hierarchy of Project Managers • project manager • programme manager – but note alternative definition • project division © Graham M Winch Leading the Project Coalition 9 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 © Graham M Winch Leading the Project Coalition 10 Client Project Management Options client client PM dept executive project manager project coalition © Graham M Winch project coalition 11 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 © Graham M Winch Leading the Project Coalition 12 Boston C/AT Project Organisation client side supply side © Graham M Winch external relations internal effectiveness Project Director Deputy Project Director Program Manager Project Manager 13 Organisation Through the Life-cycle • organisation design a function of the level of uncertainty and size • as uncertainty reduces organisation changes bureaucracy • as size increases, organisation changes bureaucracy • matrix swing – centralised to decentralised – around 15% complete © Graham M Winch Leading the Project Coalition 14 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 © Graham M Winch Leading the Project Coalition 15 Resource-bases and the Project Coalition the project coalition team B team C team A team D © Graham M Winch team E team F 16 The OBS • responsibility analysis – X axis - resource bases – Y axis - WBS – level of responsibility • DECA – – – – © Graham M Winch Decide Execute Consult Advise Leading the Project Coalition 17 Basic Module of a Responsibility Chart resource base dimension task dimension © Graham M Winch E Leading the Project Coalition Decide Execute Consult Advise 18 Project Teamworking • most appropriate size: 5- 7 • complementary skills – leader; generator; evaluator; finisher • • • • clear goals appropriate incentives the manageable zone the team development cycle © Graham M Winch Leading the Project Coalition 19 The Manageable Zone in Teamworking groupthink unmanageable conflict low team diversity high team diversity manageable zone © Graham M Winch Leading the Project Coalition 20 The Team Development Cycle performance impact real team performing working group potential team norming forming pseudo team storming © Graham M Winch team effectiveness 21