Multi Projects

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Contents

Declaration        2

Executive summary        3

Introduction        4

Case analysis        5

Identifying causes        7

Recommendations        13

Conclusions and lessons learnt        18

Bibliography        20

Declaration

We hereby declare that this assignment is entirely our own work, and that it has not previously been submitted to any other Higher Education Institution. We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by us, this has also been indicated.

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Signature:                                Signature:                                Signature:[pic 6]

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_______________                        _______________                        _______________

Heinrich Dirk                        Joalane Radebe                        Cruise Vries

ID: 8801215096085                ID: 8105250483087                        ID: 8010235364081

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Signature:                                Signature:                                Signature:[pic 10]

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Keitemogetse Tabane                Marius Westraad                        Ester Wilken

ID: 8910145493088                ID: 7910035058083                        ID: 9112210013086

Signature:[pic 11]

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Stéan Bouwer

ID: 8404125024089

Executive summary

Multi Projects Inc. is a medium sized consulting firm that offers a range of consulting services. The organisation often has multiple projects running concurrently and is therefore structured in a matrix organisational structure.

Though Multi Projects Inc. successfully renders high quality services, obtains high levels of customer satisfaction and has a good a good rate repeat business, they currently face some significant challenges with effectively implementing the matrix organisational structure. Resources are often stretched with certain members of staff carrying an unsustainable portion of the workload. Coupled with that, intra- and inter-project communication is severely lacking leading to the conflict between managers relating to the allocation of project staff. The little communication there is amongst managers seems to lack the necessary collegial respect. Though the matrix structure is the only logical choice for Multi Projects Inc., the current way it implements this structure is negating all the potential advantages.

Another factor placing strain on the organisation successfully commencing a new project for a new client is a toxic culture that is stifling team cohesion. Projects are treated as silos with little to no resource and knowledge sharing between projects.

The key solution posed to the organisation’s problems is the optimisation of its matrix organisational structure. Clarity around the equal power and authority of project managers should be established and communicated. The dual reporting lines, i.e. to functional and project managers, must be dealt with to ensure that power struggles and split loyalties are eradicated.

Other solutions include the establishment of a Project Management Office to centralise and coordinate project communications. Changes to the organisational culture are further recommended to ensure a healthier working environment and improve the over-all satisfaction of staff members.

Introduction

This case study looks into the issues regarding the deficiencies that have encapsulated Multi Projects Inc. (hereafter to be referred to as “MPI”) within its matrix organizational structure. MPI is a well-established consulting firm.

The following are the firm’s particulars:

Company name:                        Multi Projects Inc.

Employment:                        400

Organizational structure:                Matrix-type

Operations:        Market research, Manufacturing system design and Executive recruiting

Project budget scope:                from $ 20,000 to $ 1,000,000

Project lead times:                        from 01 to 24 months

Average project:                        between $ 60,000 and $ 80,000 for 06 months

MPI targets growing companies for future business while trying to complete current workload, maintain a good standing relationship with old clients and accommodate new clients to the fullest.

MPI allows project managers to be assigned to multiple projects at any given time. Acquisition of the Growin Corporation (hereafter to be referred to as “GC”) project has a large impact on MPI since it expects to do multiple projects in the future.

This study seeks to identify the problems that have arisen, trace the cause of the problems that are significant to the organizational structure, and subsequently provide sound solutions and recommendations to the problems. The case study will then be concluded, and the lessons learnt highlighted.