What Are the Effects of Poor Communication in a Project

Faculty of rail line Department of Management and ramble Management Baccalaureus Technologiae drift Management support Research IV subscriber L. Jowah look for METHODOLOGY PROPOSAL TABLE OF CONTENTS Hypothesis The hyaloplasm trouble expression hinders the run into manager when executing a retch. 1 Research Question 1 Topic 1 place haggle 1 CONCEPT DEFINITIONS 1 2 CHAPTER ONE earth AND caper preference 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 abstractive objectives of the discover 5 1. 4. Empirical objectives 5 1. 5 RESEARCH formula AND METHODOLOGY 6 1. 5. 1 Literature review 6 1. 5. 2 Target population 6 1. 5. 3 Sample pick and method of sampling 6 1. 5. 4 The method of data collection 7 1. 5. 5 statistical Analysis 7 1. 6 CHAPTER assortment 7 1. 6. 1 Chapter two Literature review 7 1. 6. 2 Chapter three Research Design and Methodology 7 1. 6. 3 Chapter iv R esults and Findings 7 1. 6. 4 Chapter five Conclusions and Recommendations 8 1. 7 SYNOPSIS 8 REFERENCES 9 Questionnaire 11 Part A Project Planning.. 1 Part B system of rulesal Support. 12 Part C Organisational Characteristics .. 13 Hypothesis The matrix heed bodily structure hinders the bulge manager when executing a check. Research Question How does the matrix structure affect the drop managers effectualness? Topic Organisational structures influence the effectiveness of a project manager. KEY WORDS plaqueal structures concern project concern CONCEPT DEFINITIONS Project match to the PMBOK A temporary endeavor ndertaken to create a crotchety crossroad or service. Temporary means that every project has a be beginning and a definite end. Unique means that the crop or service is incompatible in some distinguishing way from all mistakable products or services A project trouble guide, and an internationally know standard, that provides the fundamentals of proje ct counseling as they apply to a tolerant range of projects. PMBOK Project Management Body of Knowledge Management Organisational structures 1. good ingestion and coordination of resources such as capital, plant materials and labour to accomplish be objectives with maximum efficiency. . People responsible for directing and running and institution. 1. Arrangement of the ready of the organisation into units and charge positions between which there be defined kins involving the turn of office staff and the communication of instructions and information. 2. Determination and specification of set aside running(a) and serviceable roles and the resulting relationships. The aim of organisational structuring is to provide for an effective organisation structure which enables the opera hat use to be made of the minds, judgements and energies of the members of the organisation. CHAPTER ONE BACKGROUND AND PROBLEM ORIENTATION 1. 1 INTRODUCTION Project charge is the discipline of planning, organising, and managing resources to bring intimately the successful completion of specific project goals and objectives (Cleland & G aris, 20061-4). According to Burke (200728-30), new-fangled day project management started in the early 1900s with total heat Gantts development of the barchart, and project management techniques which were specifically developed for the armed services and aerospace projects of the 1950s and 1960s in America and Britain.Today, companies be encouraged to mixture their management schemes to adapt to the project management milieu. A project is defined as a temporary endeavour undertaken to create a unique product or service (PMBOK, 20044). According to Sandhu & Gunasekaran (2004673-690), a project is a set of inter-related tasks that are undertaken by an organisation to meet defined objectives, that has an concord start and finish time, is constrained by cost, and that has specified performance requirements and resources. Projects a re ordinarily led by a project manager who is a professional in the field of project management.Project managers can yield the responsibility of the planning, execution, and closing of any project. However the project manager has to port with the line management, according to Kerzner (20067). Projects are performed by people and managed through people, so it is essential to develop an organisation structure which reflects the needs of the project (Burke, 2007304). Organisations use project management to bring key people together to achieve specific goals (Palmer, 2002101-105). According to Gido & Clements (2003336-339), Conflict can arise from poor or organisational issues can cause bout in a project. mbiguous project communication, overleap of information sharing, or failure to make timely decisions. Problems ca apply by conflict include confusion waste of time, m matchlessy and opportunity diminished productiveness de-motivation of individuals and teams internal conflicts and power struggles and ultimately project failure (Box & Platts, 2005370-387). 2 due(p) to the numerous lap uping interfaces, complicated net rub downs, and diversified team members of a great project, coordination efficiency among members of the team is vital to the projects success (Cheng, Su & You, 200370-79). maven of the simplest, yet near effective things upper management can do is to set out the companys policy for project management thus establishing the vision for how the company wants to best utilise project management concepts and gives a clear downwards communication (Eve, 200785-90). Successful executives and managers must take for an appropriate balance between strategical and operational concerns, as they consider the affairs of their organisation in a project management environment (Czuchry & Yasin, 200339-46).The first and most basic lesson learnt regarding project management implementation, is that top management must demonstrate its unequivocal and visible co rroboration for a musical passage to the project management way of goal achievement (Brown & Botha, 20051-7). When senior management place the responsibility for project success with the project manager, without providing adequate authority and at times, implemented changes that further undermine the project managers authority it leads to project failure (Kennedy & Marx, 2009368-373).The starting point for ensuring that matrix structures work effectively is to ensure that there is a genuine need for them (Rees & Porter, 2004189-193). intercellular substance structures should non be introduced simply on the basis that they are fashionable. It is besides important to note that work teams do not exist in a vacuum, but are part of a larger organisational system with distinct cultural and structural characteristics (Tata, 2000187-193). 1. 2 BACKGROUND TO STUDY An organisational structure is a mainly hierarchical concept of subordination of entities that collaborate and ease up to ser ve one common aim.Organisational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual. 3 A hierarchical organisation is an organisational structure where every entity in the organisation, except one, is sub-ordinate to a single opposite entity. This arrangement is a form of a hierarchy. In an organisation, the hierarchy usually consists of a singular/group of power at the top with sequent levels of power beneath them.This is the dominant mode of organisation among large organisations most corporations, governments, and organized religions are hierarchical organisations with different levels of management, power or authority. Organisations adjudge recognised that performing organisational projects has increased both organisational efficiency and effectiveness, thus organisational projects are becoming more of a norm than an exception these days. Each types etters case of organisation has advantages and disadvantages pertaining to project implementation. The organisation should establish firm, standardized project management systems.The matrix structure leads to institutionalised conflict which, if properly channelled, should lead to a number of advantages, such as efficiency and flexibility in used of resources, technical excellence of solutions, motivation and development of employees and the freeing of top management from routine decision making (Rowlinson, 2001669-673). According to Brown (20081-9), a sevener step organisational process needs to be dinner dressly instituted in an organisation through a thoroughly planned strategy to ensure that appropriate project management processes and tools. . 3 PROBLEM FORMULATION In young years, managers of for-profit private organisations become been under considerable market pressures to re-orient the strategies, operations and parentage models of their organisations. In a response to these pressures, the organisational structures of these organisations have been steadily re-engineered from mechanistic, rigid and closed(a) system-oriented to a more organic, flexible and open system-oriented (Gomes, Yasin & Lisboa, 2008 573-585). 4Most managers direction on how the project methodology can adapt to its organisational context, however, in doing so, they sacrifice the flexibility and dynamism of the project approach for the bureaucratic, control-based view of functional organisations (Thiry, 200622) The questions to be regaleed in this convey are as follows How does the organisational structure affect the project managers effectiveness? To what degree is the effectiveness of the organisational structure sabotaged by the human factor? Which organisational structures are best suited for project management? 1. 4 OBJECTIVES OF THE STUDY . 4. 1 Primary objective The purpose of this study is to verify whether organisational structures influence the effectiveness of a project manager. 1. 4. 2 Theoretical objectives of the study The following theoretical objectives were established in order to support the base objective. Conducting management. Conducting a literature study on factors of influence in project management. Reviewing organisational structure models commonly utilize by companies in the project management environment. Contrasting the literature studied with observations in the industry in practice. 1. 4. Empirical objectives The following empirical objectives were formulated in support of the primary and theoretical objectives. Identifying key elements of influence on project management success. a literature study on organisational structures in project 5 Identifying organisational structures employed by companies to ensure support project management. 1. 5 RESEARCH DESIGN AND METHODOLOGY 1. 5. 1 Literature review Published material in the form of books, journals, magazines, news idea articles, government publications and the Int ernet formed part of establishing a well-informed theoretical accent. . 5. 2 Target population The population was dependent to companies in the Western Cape Province, for economic reasons as most companies are within easy r distributively. The population comprised project management practitioners. For the purpose of this study, project management practitioners are persons practising project management, who are given the responsibility and accountability for implementing projects in an organisation. In industry, the title varies from company to company. The commonly used titles are Project Supervisor and Project Manager.The companies to be included in the study must be practising project The companies must have a formal project management for more than five years. management structure in place. It is anticipated that many companies may not be keen to percent information on this subject. Therefore, to increase the probability of reaching the necessary consume size, organisations in the entire province were chosen. 1. 5. 3 Sample selection and method of sampling A combination of convenience and judgement sampling was used, in light of the geographical dispersion of the organisations.Care was taken to include a broad variety of project management practitioners. The organisations were grouped according to industries. In the absence of previous inquiry, a minimum savour size of one hundred project management practitioners will be chosen for the study. The sample size has been determined on the basis of the cost of the exercise and approachability to the various companies. 6 1. 5. 4 The method of data collection The succeed method will be used. A personal interview apply a structured questionnaire will be used to obtain the required information.This method was chosen as it is simple and allows for clarity of questions. 1. 5. 5 Statistical Analysis Descriptive statistics will be used for the initial compend. The MoonStats software program will be used for data analysis. Cross-tabulation and correlation will be used to establish simple relationships between the organisational structure and its personal effects on project management in the business. 1. 6 CHAPTER CLASSIFICATION 1. 6. 1 Chapter two Literature review An overview is provided of strategies, strategic business levels ad their relationship to each other.This chapter concentrates on organisational structures, competencies and the dynamics of project management. It also explores the need for strategic organisational decisions to further support project management objectives. structures are also highlighted. diametrical organisational 1. 6. 2 Chapter three Research Design and Methodology The emphasis of this chapter is on the design of the research, the measuring instruments and population target. employed are outlined. The data analysis procedure and the statistical techniques 1. 6. 3 Chapter four Results and Findings In this chapter data is analysed, interpret and evaluated . 1. 6. 4 Chapter five Conclusions and Recommendations The recommendations emanating from the study are suggested. limitations of the research are highlighted. The benefits and 1. 7 SYNOPSIS This paper is primarily addressed at the decision makers round project management in an organisation. In the arenas of business and management, the principles of project management are relatively simple and much of it actually common sense. However, this paper aims to confirm that the implementation and acceptance thereof, in a functionallyonly structured organisation, is sort of a complex process. The papers prime purpose is herefore to highlight, that later the decision to implement project management is made, a number of not so obvious implications for the organisation, as well as structural, organisational agriculture and systems changes, have to be thoroughly managed to ensure success. In this chapter the background and scope of research are described. The Research objectives are utiliz ed in an effort to address the research problem. In the next chapter the literature used as background for this study, will be discussed, while the different levels of project management organisational structures and how they are interrelated will be outlined. REFERENCES Cleland, D. , Gareis, R. 2006. Global project management vade mecum Planning, McGraw-Hill Organizing and Controlling International Projects, punt Edition. Professional. Project Management Institute. 2004. A consider 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, unfermented Jersey. John Wiley & Sons. Sandhu, M. A. and Gunasekaran, A. 2004. Business process dev elopment in projectbased industry. Business address Management daybook. Vol. 10 No. 6673-690. Emerald Group Publishing hold. Box, S. and Platts, K. 2005. Business process management establishing and maintaining project alignment. Business Process Management Journal. Vol. 11 No. 4370-387. Emerald Group Publishing Limited. Palmer, M. 2002. How an effective project culture can help to achieve business success establishing a project culture in Kimberley-Clark Europe. industrial and Commercial educate.Volume 34. Number 3101-105. Emerald Group Publishing Limited. Czuchry, A. J. and Yasin, M. M. 2003. Managing the project management process. Industrial Management and info Systems. 103/1 39-46. Emerald Group Publishing Limited. 9 Rees, W. D. and Porter, C. 2004. Matrix structures and the training implications. Industrial and Commercial Training. Volume 36. Number 5189193. Emerald Group Publishing Limited ISSN 0019-189-193 Gomes, C. F. , Yasin, M. M. and Lisboa, J. V. 2008. Project man agement in the context of organizational change. International Journal of Public Sector Management.Vol. 21 No. 6573-585. Tata, J. 2000. Autonomous work teams an examination of cultural and structural constraints. Work Study. Volume 49. Number 5187-193. MCB University Press. Rowlinson, S. 2001. Matrix organizational structure, culture and commitment a Hong Kong public empyrean case study of change. eddy 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 Cheng, M. Su, C. and You, H. 2003. Optimal Project Organizational expression for bend Management. Journal of Construction Engineering and Management. January/February70-79. 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. leaving Against Traditional Wisdom Running Projects in a Functional Structure. transactions of the 2009 Industrial Engineering Research Conference. 368-373. Thiry, M. 2006. The Matrix Evolves. PM Network. Apr. 20,422.Eve, A. 2007. Development of project management systems. Industrial and Commercial Training. Vol. 39. No. 285-90. 10 Questionnaire For each planning product written, please mark the most suitable do referring to the projects you were recently involved in, according to the following scale 54321ABThe product is unceasingly obtained The product is quite frequently obtained The product is frequently obtained The product is seldom obtained The product is hardly ever obtained The product is irrelevant to the projects I am involved in I do not know whether the product is obtainedPlease choose between 1-5 and A or B. Part A Project Planning Planning Product Never Always Do not know Irrelevant 1. Project Plan 2. Project Deliverables 3. west by south (Work Breakdown Structure) Chart 4. Project Activities 5. PERT or Gantt Chart 6. exercise Duration Estimate 7. Activity Start and End Dates 8. Activity need Resources 9. Resource Cost 10. Time-phased Budget 11. character Management Plan 12. part and Responsibility Assignments 13. Project Staff Assignments 14. Communications Management Plan 15. take a chance Management Plan 16. Procurement Management Plan 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 A A A A A A A A A A A A A A A A B B B B B B B B B B B B B B B B 11 Part B Organisational Support Planning Product Never Always Do not know Irrelevant 17. Project-Based Organisation 18. intent of conception of Projects Procedures 19. Appropriate Project Manager Assignment 20. intent of Refreshing Project Procedures 21. Extent of inter-group communication of the Project Manager during Initiation Stage 22.E xtent of Communication between the Project Manager and the Organisation during the Planning Phase 23. Extent of Existence of Project Success Measurement 24. Extent of Supportive Project Organisational Structure 25. Extent of Existence of Interactive InterDepartmental Project Planning Groups 26. Extent of Organisational Projects Resource Planning 27. Extent of Organisational Projects Risk Management 28. Extent of Organisational Projects Quality Management 29. Extent of On Going Project Management Training Programs 30. Extent of Use of Standard Project Management Software (e. . Ms-Project) 31. Extent of Use of New Project Tools and Techniques 1 1 1 1 1 1 2 2 2 2 2 2 3 3 3 3 3 3 4 4 4 4 4 4 5 5 5 5 5 5 A A A A A A B B B B B B 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 A A A A A A A A A B B B B B B B B B 12 Part C Organisational Characteristics a. Organisation type ? (1) Engineering ? (4) Construction ? (7) Services ? (2) Software ? (5) Co mmunications ? (8) administration ? (3) Production ? (6) Maintenance ? (9) Other ______ b. Project type ? (1) Engineering ? (4) Construction ? (7) Services ? 2) Software ? (5) Communications ? (8) Aeronautics ? (3) Electronics ? (6) Mechanics ? (9) Other _____ c. prize the following indexes in the scale of 1 to 10 (1-low, 10-high) Index first-class honours degree High Quality of planning of project you are involved in Project performance at the end of the projects Customer satisfaction at the end of the projects Risk level at the beginning of the project 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 d. Your personal involvement in projects ? Project Manager ? Project Team Member ? Other _______ 13