V : Leading the Project Coalition

V : Leading the Project Coalition • designing effective project organisations • infusing the project mission

© Graham M Winch

Leading the Project Coalition

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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

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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

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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

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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

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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

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Resource Bases and Project Coordinators project co-ordinator control

resource base control

functional © Graham M Winch

light weight

heavy weight

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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

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A Hierarchy of Project Managers • project manager • programme manager – but note alternative definition

• project division

© Graham M Winch

Leading the Project Coalition

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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

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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

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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

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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

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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

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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

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Basic Module of a Responsibility Chart resource base dimension

task dimension

© Graham M Winch

E

Leading the Project Coalition

Decide Execute Consult Advise

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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

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The Manageable Zone in Teamworking

groupthink

unmanageable conflict

low team diversity

high team diversity

manageable zone

© Graham M Winch

Leading the Project Coalition

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The Team Development Cycle

performance impact

real team performing

working group

potential team norming

forming

pseudo team storming © Graham M Winch

team effectiveness

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