1. © Graham M Winch Leading the Project Coalition1 V : Leading the Project Coalition designing effective project organisations infusing the project mission

2. © Graham M Winch Leading the Project Coalition2 Complex Organisations a purpose a division of labour a hierarchy a set of transformation processes a set of co-ordination processes two types of organisation structure process

3. © Graham M Winch Leading the Project Coalition3 Two Types of Organisation

4. © Graham M Winch Leading the Project Coalition4 [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 15: Designing Effective Project Organisations

5. © Graham M Winch Leading the Project Coalition5 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

6. © Graham M Winch Leading the Project Coalition6 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

7. © Graham M Winch 7 Resource Bases and Project Coordinators resource base control project co-ordinator control functional cell light - weight heavy - weight

8. © Graham M Winch Leading the Project Coalition8 Resource Bases and Project Coordinators

9. © Graham M Winch Leading the Project Coalition9 A Hierarchy of Project Managers project manager programme manager –but note alternative definition project division

10. © Graham M Winch Leading the Project Coalition10 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

11. © Graham M Winch 11 Client Project Management Options client project coalition executive project manager PM dept

12. © Graham M Winch Leading the Project Coalition12 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

13. © Graham M Winch 13 Boston C/AT Project Organisation Project Director Deputy Project Director Program Manager Project Manager external relations internal effectiveness client side supply side

14. © Graham M Winch Leading the Project Coalition14 Organisation Through the Life-cycle organisation design a function of the level of uncertainty and size as uncertainty reduces organisation changes as size increases, organisation changes matrix swing –centralised to decentralised –around 15% complete bureaucracy

15. © Graham M Winch Leading the Project Coalition15 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

16. © Graham M Winch 16 Resource-bases and the Project Coalition team A team B team C team D team E team F the project coalition

17. © Graham M Winch Leading the Project Coalition17 The OBS responsibility analysis –X axis - resource bases –Y axis - WBS –level of responsibility DECA –Decide –Execute –Consult –Advise

18. © Graham M Winch Leading the Project Coalition18 Basic Module of a Responsibility Chart resource base dimension task dimension E Decide Execute Consult Advise

19. © Graham M Winch Leading the Project Coalition19 Project Teamworking most appropriate size: 5- 7 complementary skills –leader; generator; evaluator; finisher clear goals appropriate incentives the manageable zone the team development cycle

20. © Graham M Winch Leading the Project Coalition20 The Manageable Zone in Teamworking groupthinkunmanageable conflict manageable zone low team diversity high team diversity

21. © Graham M Winch 21 The Team Development Cycle working group pseudo team potential team real team performance impact team effectiveness forming norming storming performing