Multi Projects

...

---------------------------------------------------------------

---------------------------------------------------------------

Case analysis

The problems that are apparent in the case study stem from several factors, such as, personality and character traits of individuals involved, company operational systems and the defining organization therein. The following problems were identified:

Communication and team coherence:

It has been noted that there is a clear disregard of any communication protocol, which is essential to successful project management. Effective communication is also a skill required to be an efficient, effective and successful project manager.

Part of the problem starts with the lack of communication between Tyler and his Systems Manager, Jennifer Fernandez. They meet only once a month during the monthly staff meeting. Jeff exploit the situation by making promises to the prospective client, GC and in the process boost the ego of Tyler by making him central to this project. The lack of effective communication skills come to the fore when Jeff interrupts Jennifer and tells her that he will take Tyler off his current job.

The disrespect for others opinion, input and authority is clear when he rudely interrupts the team meeting of Julie and her team as well as the nonchalant answer to Julie: “Yeah, sure, whatever.” He also disrespects her in front of her subordinates.

Subsequently, Tyler and Jennifer are said to not interact as often as would be beneficial for good team coherence, and as a result, communication between the manager and subordinate seems to be poor. Communication streams within the organization between the functional and project management do not exist, or are poorly managed.

The relationship among the team members within the Project Management Office (hereafter to be referred to as “PMO”) does not display a coherent environment. It would be imperative to analyse the effects on the company and its employees as a whole.

The absence of a centralized PMO seems to lead to a lack of communication between individual members in active projects, project leaders and all other team members involved. It is essential to analyse the impact of restructuring the PMO and leadership within a newly proposed PMO setup.

Organizational structure, culture and norms:

As stated in the case, MPI is using a matrix structure. To analyse the case, it is important to determine if this is the most suitable structure, especially taking into account that the firm has been growing during the past two years.

After analysing how different organisational structures will add value to MPI, it was found that the Matrix Organisational Structure is an appropriate organisational structure, but it is currently not optimally implemented in MPI.

Within every established organization workflow processes, clearly defined systems, procedures and methods are set in place. There seems to be a lack of or a poor system implementation of such in MPI.

This section will also highlight numerous examples of an unhealthy Organisational Culture and a lack of knowledge and skills management from the case.

Individual personalities might not be a direct organizational problem, but human factors are a catalyst to any form of relationship between two people, and understanding each individual’s personality and character, will go a long way in relationship management between members of the same teams. Jeff seems to be arrogant, he comes off as a selfish and inconsiderate individual. Tyler seems to be timid, he does not express himself explicitly enough.

---------------------------------------------------------------

Identifying causes

Communication and team coherence:

Jeff displayed complete and total disregard, not only towards his PMO peer, but towards the project under Julie’s responsibility, which in a larger scheme of comprehension, is a disregard to the business in its entirety. Jeff comes off as failing to acknowledge Julio as a team member rather than opposition.

Julie, in context, is also at fault in this instance, as she had previously been informed of Jeff’s work ethics and principles in achieving what he is set on. She who has the same authority as Jeff did not stand up to Jeff because she might have not known how to handle conflict, which is a critical part of communication.

The Thomas-Kilmann Conflict Mode Instrument[1] describe five conflict handling modes which is competing, collaborating, compromising, avoiding and accommodating. Jeff is employing the competing mode which states that it is an assertive, uncooperative and power oriented mode. The individual will use whatever power, systems or techniques necessary to promote his own gain. However, Jeff, Julie and Jennifer should have opted for collaboration whereby both parties would look for an acceptable solution which will see that neither party loses at the end. It is both assertive and cooperative.

The statement made by Tyler to Jennifer that he was getting tired of working on the Goodold (hereafter to be referred to as “GO”) project displays either a lack of confidence in Tyler towards his manager, or fear in disclosing his feeling about his continued utilization on the project. Jennifer and Tyler do not seem to have much of an open relationship.

Conflict is a workplace ill that is not unique to any particular organizational structure.

It is not a direct cause of a problem, but rather an underlying root cause of many problems within business operations. The manner in which Jeff has approached Julio and Jennifer, may be averse to the harbouring of good working relationships and highly spirited workplace environments.

Conflict, in this regard, may arise due to the personal attachment a project manager may have to their project, and develop a spirit of competition in performing against fellow peers in the project management office. Competition, if allowed to spiral out of control, may lead to colleague’s inability to make objective and sound decisions which benefit the business in its entirety first, then their project second.

Following the analysis of the case study, a conclusion can be made that the challenges experienced by MPI are mainly linked to the inadequate implementation of the matrix structure.