Multi Projects Case Study
1 EXECUTIVE SUMMARY
The following report is based on a case study of Multi Projects Inc. Multi Projects Inc. is an organization that operates in a Matrix-type Organization but does not effectively and efficiently utilize this type of organizational structure to its fullest potential and this becomes disadvantageous in this particular scenario.
This is illustrated through a number of problems identified in this report such as a lack of project prioritisation, no clear and appropriate balance of power between project- and functional managers, inefficient utilisation of resources, lack of a personal development and knowledge growth programme and a display of dysfunctional behaviour by individuals.
The primary causes of the above stated problems were a lack of leadership and no formal system to facilitate effective project integration. There also seems to be a lack of team culture in the organization and a limited understanding of the operating guidelines by which the organization should operate the Matrix-type Organization. There are also appears to be no formal communication lines between various stakeholders in the organization.
The recommended solution centred around the creation and implementation of a Project Management Office (PMO). The creation of a PMO had advantages that would simultaneously solve a number of the systemic problems inherent in the Multi Projects Inc. organizational structure. This would of course require a strategic transformation project to be initiated but the long term benefits of the change are significant and are illustrated in the report. We also recommend that Multi Projects Inc. should introduce a team building strategy to resolve a number of team dynamic issues that are prevalent.
In conclusion, the problems faced by Multi Projects are not significant enough to become detrimental to the profitability of the organization in the short term. The solution outlined in this report however is a pre-requisite for continuous
The following report is based on a case study of Multi Projects Inc. Multi Projects Inc. is an organization that operates in a Matrix-type Organization but does not effectively and efficiently utilize this type of organizational structure to its fullest potential and this becomes disadvantageous in this particular scenario.
This is illustrated through a number of problems identified in this report such as a lack of project prioritisation, no clear and appropriate balance of power between project- and functional managers, inefficient utilisation of resources, lack of a personal development and knowledge growth programme and a display of dysfunctional behaviour by individuals.
The primary causes of the above stated problems were a lack of leadership and no formal system to facilitate effective project integration. There also seems to be a lack of team culture in the organization and a limited understanding of the operating guidelines by which the organization should operate the Matrix-type Organization. There are also appears to be no formal communication lines between various stakeholders in the organization.
The recommended solution centred around the creation and implementation of a Project Management Office (PMO). The creation of a PMO had advantages that would simultaneously solve a number of the systemic problems inherent in the Multi Projects Inc. organizational structure. This would of course require a strategic transformation project to be initiated but the long term benefits of the change are significant and are illustrated in the report. We also recommend that Multi Projects Inc. should introduce a team building strategy to resolve a number of team dynamic issues that are prevalent.
In conclusion, the problems faced by Multi Projects are not significant enough to become detrimental to the profitability of the organization in the short term. The solution outlined in this report however is a pre-requisite for continuous
Bibliography: 1. Clements J. & Gido J. 2012. Effective Project Management. 5th Edition. Canada: South-Western CENGAGE Learning. 2. Burke R. 2011. Project Management Techniques. College Edition. (I only see one published in 2008) 3. Steyn R. & Steyn P. 2013. Project Management; Perspective, Planning & Implementation. Midrand: Cranefield College 4. www.timemanage.com/ch13 (Website can 't be found) 5. http://210.46.97.180/zonghe/book/20... (Not sure about this website/article) 6. Letavec C. 2006. Programme Management Office: Establishing, managing, and growing the value of a PMO. Available from: http://books.google.gr/books?id=Qi6tp66PkxAC&printsec=frontcover&hl=el&source=gbs_ge_summary_r&cad=0#v=onepage&q&f=false 7. Katzenbach John R. 2003. The Wisdom of Teams: Creating a High Performance Organisation. (Can 't find the book)