Faculty of Business Department of Management and Project Management Baccalaureus Technologiae Project Management Project Research IV Lecturer: L. Jowah
RESEARCH METHODOLOGY PROPOSAL
TABLE OF CONTENTS Hypothesis - The matrix management structure hinders the project manager when executing a project. 1 Research Question 1 Topic 1 KEY WORDS 1 CONCEPT DEFINITIONS 1 2 CHAPTER ONE BACKGROUND AND PROBLEM ORIENTATION 2 1.1 INTRODUCTION 2 1.2 BACKGROUND TO STUDY 3 1.3 PROBLEM FORMULATION 4 1.4 OBJECTIVES OF THE STUDY 5 1.4.1 Primary objective 5 1.4.2 Theoretical objectives of the study 5 1.4.3 Empirical objectives 5 1.5 RESEARCH DESIGN AND METHODOLOGY 6 1.5.1 Literature review 6 1.5.2 Target population 6 1.5.3 Sample selection and method of sampling 6 1.5.4 The method of data collection 7 1.5.5 Statistical Analysis 7 1.6 CHAPTER CLASSIFICATION 7 1.6.1 Chapter two: Literature review 7 1.6.2 Chapter three: Research Design and Methodology 7 1.6.3 Chapter four: Results and Findings 7 1.6.4 Chapter five: Conclusions and Recommendations 8 1.7 SYNOPSIS 8 REFERENCES 9 Questionnaire 11 Part A – Project Planning................................................................................11 Part B – Organisational Support...................................................................12 Part C – Organisational Characteristics .....................................................13
Hypothesis - The matrix management structure hinders the project manager when executing a project. Research Question - How does the matrix structure affect the project manager's effectiveness?
Topic - Organisational structures influence the effectiveness of a project manager.
KEY WORDS organisational structures management project management
CONCEPT DEFINITIONS Project: According to the PMBOK – A temporary endeavor undertaken to create a unique product or service. Temporary means that every project has a definite beginning and a definite end. Unique means that the product or service is different in some distinguishing way from all similar products or services A project management guide, and an internationally recognized standard, that provides the fundamentals of project management as they apply to a wide range of projects.
PMBOK – Project Management Body of Knowledge:
1. Effective use and coordination of resources such as capital, plant materials and labour to achieve defined objectives with maximum efficiency. 2. People responsible for directing and running and organisation. 1. Arrangement of the work of the organisation into units and management positions between which there are defined relationships involving the exercise of authority and the communication of instructions and information. 2. Determination and specification of appropriate operational and functional roles and the resulting relationships. The aim of organisational structuring is to provide for an effective organisation structure which enables the best use to be made of the minds, judgements and energies of the members of the organisation.
CHAPTER ONE BACKGROUND AND PROBLEM ORIENTATION
Project management is the discipline of planning, organising, and managing resources to bring about the successful completion of specific project goals and objectives (Cleland & Gareis, 2006:1-4).
According to Burke (2007:28-30), modern day project management started in the early 1900’s with Henry Gantt’s development of the barchart, and project management techniques which were specifically developed for the military and aerospace projects of the 1950’s and 1960’s in America and Britain. Today, companies are encouraged to change their management systems to adapt to the project management environment.
A project is defined as a temporary endeavour undertaken to create a unique product or service (PMBOK, 2004:4). According to Sandhu & Gunasekaran (2004:673-690), a
project is a set of inter-related tasks...
References: Cleland, D., Gareis, R. 2006. Global project management handbook: Planning, McGraw-Hill
Organizing and Controlling International Projects, Second Edition
Project Management Institute. 2004. A Guide to the Project Management Body of Knowledge – 3rd edition. Pennsylvania: PMI Publications.
Burke, R. 2007. Project management Techniques college edition. South Africa; Burke Publishing.
Gido, J. and Clements, J.P. 2003. Successful Project Management – Second Edition. USA. South-Western.
Kerzner, H. 2006. Project Management – Ninth Edition, A Systems Approach to Planning, Scheduling and Controlling. Hoboken, New Jersey. John Wiley & Sons.
Sandhu, M.A. and Gunasekaran, A. 2004. Business process development in projectbased industry. Business Process Management Journal. Vol.10 No. 6:673-690. Emerald Group Publishing Limited.
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Rowlinson, S. 2001. Matrix organizational structure, culture and commitment: a Hong Kong public sector case study of change. Construction Management and Economics. 19, 669-673. Spon Press.
Brown, C.J. and Botha, M.C. 2005. Lessons learnt on implementing project management in a functionally-only structured South African municipality. South African Journal of Business Management. 36(4):1-7
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Brown, C.J. 2008. A comprehensive organisational model for the effective management of project management. South African Journal of Business Management. 39(3):1-8.
Kennedy, D.A. and Marx, T. 2009. Going Against Traditional Wisdom: Running Projects in a Functional Structure. Proceedings of the 2009 Industrial Engineering Research Conference. 368-373.
Thiry, M. 2006. The Matrix Evolves. PM Network. Apr. 20,4:22.
Eve, A. 2007. Development of project management systems. Industrial and Commercial Training. Vol. 39. No. 2:85-90.
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