Project Management System Is The Organizational Culture More Influential? Essay

This case study was originally prepared as part of Project Management Applications, the capstone course of the Master of Science in Project Management in the Department of Management Science at The George Washington University, by the graduating students listed

Projects management is an important management tool to implement strategy and achieve an organization’s strategic goals. Organizations are using projects to adapt to changes in the competitive environment including increasing cost pressures, scarce available resources, global competition, new technologies and a race to get products to customers first (Hyvari, 2006). Projects deliver the most benefit when they are directly linked to corporate strategy (Crawford, 2006; Srivannaboon, 2006). (Brad McManus and Ron Cacioppe “Feature Article: An Integral Approach to Project Management.”)

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

Any successful project management, regardless of the organizational structure, is only as good as the individuals and leaders who are managing the key functions. Project management is not a single-person operation; it requires a group of individuals dedicated to the achievement of a specific goal.

There seems to be no any other organizational structure more efficient than matrix in this project-based business. As pointed out earlier, matrix organizational structure is most suitable for corporations which exist in environments which cannot be easily predicted, are pressurized to meet their customer needs and requirements quickly. Medical Countermeasure Systems is a good example of such companies. Furthermore, the organizational culture of MCS impels it to assume this form management form (Dartey-Baah,

This project manager determines specialists, performance requirements, etc. The company is results-oriented therefore, efficiency is imperative (Gray, & Larson, 2008). Flexibility concerning resources and expertise amongst human capital provides any employee with the right skills an opportunity to become a valuable member to the team. The matrix structure is stressful, and dysfunctional. Conflict does occur when project managers and functional management disagree. The company structure preludes to the culture of an organization and how teams work together (Gray, & Larson, 2008).

The organizational structure can weaken or strengthen a project manager’s authority. In an organization with a functional or matrix structure the project manager has very little authority. Most of the authority is with the functional manager. This happens because the functional manager the resources are shared between the project and the existing business of the company. An

A powerful warehouse management system that includes site definition, product management, vendor management, purchase order processing, transfers between locations, stock control, reorder alerting, equipment management, and packing, dispatch and receiving.

In the banking industry banks, credit unions and other FDIC insured institutions are faced with constant regulatory changes. Financial institutions need to be ready to implement all required changes. These changes can be software changes, documentation changes, products and services. Encouraging project management in the organization is a benefit in which financial institutions will be well prepared when new changes need to be implemented. Project management is a method that consists of skills, knowledge, team building, and conflict management that follows a detailed plan to efficiently and effectively execute a project. Many companies are beginning to establish a project management culture to encourage employees to play bigger roles in the planning of projects. This culture will reduce the chances of failing projects and ensure a level of quality and ownership by employees. Establishing a project management culture is a tactical method to successfully accomplish the organizations goals with fewer risks and teach employees how to communicate and interact with one another (Cooley, 2014). The financial institution will be able to develop a team to take immediate action if a new regulation requires the institution to put into action a new service or product for consumers. A program management culture will encourage staff to continue to learn and be ready and willing to be part of a team.

Young (2003) describes project management as ‘a collection of linked activities carried out in an organised manner with a clearly defined start point and finish point, to achieve some specific results that satisfy the needs of an organisation as derived from the organisations current business plans’ Firstly, in any organisation projects should be viewed as a unique transient endeavours which commit to planned objectives, this could be measured by input and output but a

The design of a company affects every aspect of the business such as the way its members communicate, how decisions are made, and how the work is delegated, etcetera (Dictionary.com, 2006). This layout is known as the organization structure formally defined by Wikipedia (2006) as, "the way in which the interrelated groups of an organization are constructed. From a managerial point of view the main concerns are ensuring effective communication and coordination." In respects to project management there are three primary organizational break downs they are functional structure, pure project structure, and matrix structure. We will take a look into each of these structures to better identify the similarities and

Abstract This paper aims at providing a grounded theoretical foundation on which to base a better understanding of organisational project management. This paper delivers empirical evidence that project management offices (PMOs) and organisational project management can be understood as

This report investigates the changing nature of organisations, the impact organisational culture has on projects, as well as the management of multiple diverse stakeholders. The discussion explores frameworks and methodologies and how it can be used effectively within corporations to minimize disruption and gain maximum acceptance from key decision makers. This is achieved by examining the requirements for delivering a successful project and taking a closer look at the impact of culture within the enterprise. The argument is extended to include the implications on stakeholders and project team management that results from these changes.

In my recent experience working as a Support Analyst in a superannuation company that recently merged with one of the Big 4 Banks, I had the privilege in working within a People & Cultural project, where our primary focus was to improve Organizational Culture result in surveys conducted by the Executive management teams. The Client Operations department staff scored very poorly amongst the 50,000 banks employees, hence the development of a project to drive scores back to a more acceptable result. After undertaking this unit, I believe it was evident that there was a lack of structure in the planning process with the project and it resulted in misguided unproductive project teams. The project management (PM) teams neglected core planning areas and overlooked the issue of outlining the ground rules for the project to ensure the proper execution, monitoring of tasks and controlling activities to ensure the overall effectiveness of the project (Kloppenborg 2015), to ensure a successful project. The areas which have been proven to the causation of project failure (Chen 2015) is firstly was overlooked was the empowering project scope; the second was a neglecting to effectively scheduled activities and third allocation of the task to resources.

The purpose of this chapter is to make readers comprehend the development of definitions of organizational culture and project management in different dimensions. And within the content of project management, the criteria of the success of project management will be demonstrated. Furthermore, the previous studies about the relationship between organizational culture and the success of project management will be referred to. Eventually, some problems unanswered on this filed or some gaps that missed by former studies will be indicated.