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Multi Projects Paper

Multi Projects, Inc. Gained excellent growth in the past 2 years and thus had to increase its staff by as much as 33. 3% to keep up with the increased work load due to its popularity in the market amongst very satisfied clients. Currently Multi Projects faces some Internal challenges with regards to Organizational Structure, Senior Management relationships, specialist skills, staff discipline, inter-personal relations, staff morale, delivering on 2 very important large contracts; and eventually this will eave a serious influence on future delivery to existing and potential clients.

Although Multi Projects are currently applying the Matrix-Type Organization Structure, they are not implementing It correctly and should pay attention to appointing a Programmer Office with a Programmer Manager to fulfill the linocuts function of Line vs… Functional Managers. Furthermore the Executive Management should revise the Company’s Strategy In order to clarify the future direction of the Company in terms of “keeping old clients happy or “gaining new clients. ” This will provide direction to Senior and Middle Management and then eventually indicate where which important resources should be priorities.

Internal training is seriously needed to ensure the transfer of skills amongst specialists in order to enable cross functional capability and Improve productivity across the spectrum of different projects running simultaneously. Regular introspection should be done by Top Management to timely identify possible low morale of staff, such as procrastination. This can be achieved by regular work sessions and/or team buildings. Then lastly attention should be paid to Interpersonal and basic Human Relationship skills in order to better the current poor communication skills amongst Middle and senior Management.

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This must Include training on discipline and adherence to company rules and regulations. It is advisable that Company Procedures be revised. 2. INTRODUCTION The problems Multi Projects Inc. Is facing currently are all Internal and can be resolved easily by Just applying some simple Project and Management principles. The main problems identified were: The absence of a Programmer Office with a Senior Programmer Manager. Executive Management’s lack of a new, clear, up to date Strategy, Vision and Mission for the Company. Rotational or cross training in order to transfer skills amongst specialists for future cross functional utilization.

Discipline and respect. Human or Inter-personal relationship skills. Introspection by Senior and Top Management In order to early detect and Identify possible low staff morale. 1 OF 7 the report. It is also suggested that these problems with solutions be addressed in the same sequence of importance as listed above. 3. PROGRAMMER OFFICE Although Multi Projects Inc. Adapted the Matrix-Type Organization Structure, they did not implement it correctly or completely, for they lack the office of a Programmer Manager with a Senior Programmer Manager to bridge the gap between Functional and Line (Project) Managers and facilitate proper communications.

This will then be the link (Clement & God, 2011, p. 411) for Functional Managers, such as the Systems Engineering Manager; Jennifer Fernando, and Project Managers, such as Julie Capitol (Godhood) and Jeff Armstrong (Growing), to communicate properly as to where which specialist, such as Tyler Vanilla, is needed ND most importantly when should he be utilized by which project, and for what period of time. The recommended structure for Multi Projects applying the Matrix-Type Organization Structure correctly: Characteristics of a Matrix-Type structure: (Clement & God, 2011, p. 09) Efficient utilization and sharing of resources. Functional Expertise available to all projects. Increased learning and knowledge transfer. Improved communication Customer focus. Dual reporting relationships. Need for balance of power. 4. STRATEGIES DIRECTION Your Strategic Intent will tell you What to do, Where, When, How and by Whom. Currently there are conflict of opinions as to which contract (“direction”) is the most important and should be pursued.

Although the company has a very good track record with old clients and receives a lot of new business from references by old clients, it still wants to target new growing companies and by doing so secure future contracts. This is a very sound business practice in theory, however to apply this successfully, the Executive Management of Multi Projects needs to decide on which one of the two is the most important. For then it will govern all of its Functional and Line Managers o as to where apply the most skilled and experienced specialists on which contracts.

This will then automatically guide Jennifer, Julie and Jeff on which contract Tyler must work. 5. TRANSFER OF SKILLS In the past it was sought after to be “The Master of your trade” or to be only trade specific specialists, however times have changed and today it is rather preferred to be a “Jack of all Trades”. There is a serious need for rotational or cross training in Multi Projects amongst the specialists. It is very detrimental to the future performance of the company for only Tyler to have the sought after expertise. This MUST be transferred to other specialists in the company as well. Trucker, 1998, up. 1-48) There is a golden opportunity now for Tyler to mentor another specialist in the company to be able to deliver the same quality of work to the new Growing project, or then to take over his duties at the existing Godhood project. It is suggested there should be Assistant Specialists in each Functional Department. So that the senior specialist such as Tyler, can initiate the project, to conform to the customer’s requirements, and thereafter hand over to the assistant specialist upon which Tyler hen can act as a Consultant; ensuring quality control and customer satisfaction.

Also the relevance of the Characteristics of a Matrix-Type Organization as mentioned previously, comes to mind here again. (Clement & God, 2011, p. 409) 6. DISCIPLINE “Discipline means training that develops self-control, orderliness and character. The result of this training leads to orderly conduct and acceptance of submission to authority and control” (Chippers, 2009) Behavioral issues are very important in any organization. Organizational culture is organization…. (Champion, 2011) Jeff portraits very bad discipline in the way he undermines the authority of Julie over Tyler in her project, and furthermore in the way he tries to manipulate Jennifer as Teller’s direct supervisor in the Systems Engineering Department. He wants to build his own Individual Empire. Although a good character trade is ambition, he shows imbalance between personal ambition and organizational ambition. He shows total disregard to channels of command/reporting lines.

Basically he is: Bombastic Lying Interruptive Inconsiderate Arrogant Which may be due to him being appointed in the Company directly as a Project Manager on such an important contract, without prior experience inside the company. The suggestion is that future prospective Project Managers, such as Jeff, (irrespective of their good track record at previous companies) should be employed first as an Assistant Project Manager so as to get to know the Internal functioning of Multi Projects, and not Just to walk in and try to manipulate other colleagues.

This then also relates to the suggested Organizational Structure proposed for Multi Projects previously illustrated. “…. Executive management is responsible for establishing the quality control doctrine ND level of discipline… ” (Bender, 2010) 7. INTER-UPPERCLASSMAN RELATIONS Poor communication resulted to this problem of where the specialist is needed. The Senior Management in Multi Projects lacked the following characteristics: Ability to develop people (transfer of skills and eliminating Teller’s boredom) Excellent communication skills.

Good interpersonal skills including negotiation. Ability to handle stress. Problem-solving skills. Time Management. Contingency planning. Ability to foresee/predict possible future challenges. (Steen, 2014) Managing and Leading Change. (Cotter) DOD reason why projects often fail is due to resistance to change. People do not want to do things differently from what tee are use to for so long “Coo it worked for the past 20 years like it in this company… ” The golden rule in applying change is: “When you think you have communicated it enough, do it 3 times more. (Cotter) It was aggravated by the fact that there are so few meetings (only once a month is not sufficient) held internally inside departments and even less amongst different departments cross functionally! (Hole & Gaga, 2006, up. 1-68) It is recommended that meetings internally in departments, both Julie on her Godhood Project (with the specialists such as Tyler) and Jennifer in her Systems Engineering Department (with the specialists such as Tyler) should be held weekly at least; and then furthermore cross functional between Line and Functional Managers bi-weekly at least.

Then the need for one specialist on two projects simultaneously would’ve been identified much earlier and could’ve been resolved a long time ago. (sachet, 2010) Then Executive Management should have meetings with its Senior Managers on a monthly basis at least, where issues like these can be resolved if not internally by Senior Managers. Once again the characteristic of a Matrix-Type organization bears relevance here. (Clement & God, 2011, p. 409) 8. TEAM DEVELOPMENT The fact that Tyler was bored with the Godhood Project should’ve been identified much earlier, and not only now when the new Growing contract realized.

Both Jennifer, as Teller’s direct supervisor in the Engineering Department, and Julie as Teller’s supervisor on the Godhood Project, should’ve recognized Teller’s low morale in the company due to his stagnation the past few years working on the Godhood project. All of this could’ve been communicated if there were internal work sessions or even am buildings in the company on a regular basis. 9. CONCLUSION The 6 main problems identified as mentioned in the Introduction, were discussed in detail with recommendations for each.

Time is of the essence here and it is strongly recommended that the suggestions be implemented with immediate effect. Furthermore it is recommended that the problems also be addressed in sequence of importance the same as was noted above. Assigned to, it is suggested that a very short work session be arranged internally amongst Jennifer, Julie, Jeff and Tyler so as to come up with proposals in the form of a SOOT analysis to be presented to the Executive Board of Multi projects Inc. Whom then will have to make the final decision.

This must happen within the current week for Jeff to prepare his planning and presentation to the Growing Contract next week. Jennifer could refer to the 9 steps approach in problem-solving for guidance. (Clement & God, 2011, p. 355) Some factors which can be considered as proposals to the Board: The exact start date for the Growing Project? Whilst in the mean time Tyler can train another specialist to take over at the Godhood Project, which is well established by owe, and he will still be available to assist when necessary.

If not enough time is available for internal training, then outsource another specialist with even better credentials? Try to find some slack time in the Godhood Project now, in order for Tyler just to start up the new Growing Project, and then later internally train another specialist to assist or if need be run both the Projects simultaneously when the work load is lighter.

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