Coursework:

Observed Lesson about Organization:

Structure and Culture
Subject: Project Management for Engineers (MI2011)
Lecturer: Dr. Nguyen Thi Duc Nguyen
Group 6
1. Vo Nhat Linh 1652347
2. Nguyen Viet An 1652040
3. Nguyen Hoang Son 1652518
4. Truong Vu 1552441
5. Nguyen Hai Duong 1552085
6. Pham Minh Duy 1552075
7. Nguyen Han Thinh 1652575
06/17/2020 1
OUTLINE
PART 1. AN STUDY OF PROJECT MANAGEMENT STRUCTURE AND
ORGANIZATIONAL CULTURE
1. Project Management Structure
• Functional Organization
• Projectized Organization
• Matrix Organization
2. Organizational Culture
• Organizational Culture: The Platform of every Organization
• Success of the Vinamilk: Cultural Principles and Leadership Behaviors
• The meaning of organizational culture
PART 2. CASE STUDY: HORIZON CONSULTING
• Situation Analysis
06/17/2020 2
 Project Management Structure
PART 1. AN STUDY
v
OF PROJECT
MANAGEMENT STRUCTURE AND
ORGANIZATIONAL CULTURE

06/17/2020 3
Organizing Projects within the
Functional Organization
STRENGTHS WEAKNESSES
• The project belongs to a department
• •A small-scale
No change • Lack of Focus CEO
project,
• •Less related to other departments, • Marketing
Flexibility
• Projects related to a certain specialty.Engineering
Poor Manufacturi
• In-Depth Director
Integration
Director ng Director

Expertise This• Slow

is in part attributable to slow response time
—project information and assigned
decisionstohavethe to be
•then •
If the scope of
Appropriate the project
specialists is narrowfunctional
in different and the proper
units The motivation of people
can
and
Easy
functional
in-depth
then
unit isbe
temporarily Post-
assigned
assigned
expertise
return to theircan
primary
to work
be
normal
responsibility,
brought
work.
on the project
Normal career paths within a functional division to bear
With a on
Staff
circulated
project
Each
Staff can
Furthermore,
seen
work as
to an
do;
Lack
through
functional
Functional be weak.
the
unit
specialists
Staff
normal
lack
additional
sometimes
The
has
of
of management
project
its
tend own
to be
horizontal,
burden
project
only with their segment of the project that
may
core
is
channels.
be
routine
concerned
Staff
direct
not
responsibilities
and not
Project Ownership
Projects
the most are completed
crucial within
of the the
aspectsspecialists basic
project. communication among functional groups
broad
are base
maintained. of technical
While personnel available
can make within directly
get
with pushed
what linked
isasidetoto
best their
for theprofessional
meet primary
total obligations.
project.
functional structure of the parent organization. contributes to rework as specialists realize the
each functional
significant department,
contributions people their
to projects, can be development or advancement.
There is no radical alteration in the design and implications of others’
Transition
switched among
functional field isdifferent projects with
their professional home relative
and the Furthermore, because they are working on
operation actions after the of
fact.
ease. of
focus their professional growth and only a segment the project, professionals
of the parent organization.
advancement.
06/17/2020 do not identify with the project. 4
Organizing Projects within the Projectized
Organization
• Large, long-term projects Project A Project C
• Engineering • Procu
• Independent implementation • Manufacturi t
projects, ng • Manu
ng
• Little contact with the • EngiP
Project B
departments within the • Marketing
•
•
organization. • Engineering

06/17/2020 5
Organizing Projects within the Projectized
Organization
STRENGTHS WEAKNESSES
Sometimes dedicated project teams take on an
•
entity Simple
of their own and conflict emerges
Assigning full-time personnel to a project
• Expensive
•only
between the team and the remainder of the
createsFast
the dilemma of what to do with
organization.
Not
Creating self-contained
have you created teams
a newinhibits
•Projects
Internaltend to get done more quickly when
participants devoteStrife
their full attention to the
personnel after the project is completed. If
This•divisiveness •project
Cohensive
management
maximum
other
technological
project
resources
brought toare
undermine
position
can (project
expertise
manager),
being but
work is not available, then the
bear
also
not onassigned
problems.
only onTechnical
a full-time
the integration of the
Limited
Other than takingTechnological
A high and
levelare
Specialists
obligations
often emerges
together
ofnot
from
andwith
and,
distracted
motivation
different
duties.
withinproper
bycohesiveness
areas
and
the project
other closely
work
away resources in the form
guidance,
team.
become
transition back to their original functional of specialists assigned to the project, the
• This
basis. Cross-Functional
expertise
eventual
departments
iscan
limited
outcomesresultsomewhat
ofinthe
duplication
to the
project of
talents and
into
may be difficult because of their Expertise
Furthermore,
Participants
committed
functional
response
toshare
optimizing time
a commonthetends
goaltoand
benot their
project,
organization remains intact with the
efforts
experience
across
mainstream ofoperations
projects
the specialists
and
buta also
loss
assigned
of to the
the quicker
personalunder
respective thisofarrangement
responsibility
areas expertise. because
toward the most
project and
Integration
prolonged absence and the need to catch up
economies
project.
assimilation ofofscale.
project team members back
with recent developments in their functional
•decisions
Difficult
the team. are madePos-Project
project team operating independently.
within the team and are
into their functional units once the project is not deferred up the
area.
completed. Transition
hierarchy

06/17/2020 6
Organizing Projects within a Matrix
Arrangement
• Combination of traditional
departments and functional
structure
• Individuals from variety
departments work across teams

06/17/2020 7
Organizing Projects within a Matrix
Arrangement STRENGTHS
• Efficient
• Strong Project Focus
The
A stronger
Matrix
Any matrix
situation
arrangements
project
approach
in which
focus
is
provide
equipment,
predicated
is provided
for flexible
on
resources,
bytension
having
utilization
and
a
• Easier Post-Project
Resources can be shared across multiple projects as
between
formally
of
people
resources
Because
Matrix are
functional
designated
being
and expertise
management
the projectshared
managers
project
across
within
organization
violates manager
and
projects
the the
project
firm.
whoand
management
is overlaid
well as within functional divisions. Individuals can
Decision making can get
managers
isInonsome
the Transition
who
responsible
cases
functional
bring
functional
principle ofcritical
activities
for
divisions,
unity of maybogged
coordinating
units
expertise
lends
command. itself
provide
and
specialists down
andProject
to as
perspectives
integrating
conflict
individuals
maintain and to
participants
ties who
the
with
divide their energy across multiple projects on an as-
agreements
are
their at leasthave
project.
contributions
competition
havemanaged
functional for
by
two to
of group,
scarce
the be
different forged
project
resources.
so units.
bosses—their across
manager.
they This
have multiple
Infighting
ahelps
In
functional
needed basis. This reduces duplication required in a
other
sustain
homeport
headcan
cases
to a
and • Flexible
functional
holistic
the
occur
return
Worthy to
more groups.
onecontributions
oramong
approach
once project
theare
project
discussions toThis
project is is
problem especially
monitored
managers,
managers.
can solving
who
by the
completed.
degenerateWorking true
are
that
into for the
functional
primarily
inisaoften
heated matrix
projectized structure.
balanced
missing
manager.
interested
environment
arguments inmatrix.
in
thewhat
functional
can
that beis extremely
best for
engender organization.
their project.
stressful.
animosity among the
managers involved.
WEAKNESSES
• Dysfunctional
Conflict
• Infighting
06/17/2020 • Stressful 8
 Organization Culture
PART 1. AN STUDY OF PROJECT
MANAGEMENT STRUCTURE AND
ORGANIZATIONAL CULTURE

06/17/2020 9
Organizational Culture: The Platform of every
Organizations
Defining
Why of cultural
Company company
Culture Matter
• Develop
The personality
better relationships
of a company.with co-workers
• Related
More productive.
to environment in which employees
• work.
Employees expect dedicate for that company
• Company
for longer.culture includes a variety of
• elements, including:
Improve productivity
o Work environment
o Company mission
o Value
o Ethics
o Expectations
06/17/2020 10
o
Success of the Vinamilk: Cultural Principles
and Leadership Behaviors
• Seven
Create
Six Awareness
cultural
Leadership for
principlesEmployees
Behavior
o
1. Organize
Responsibility:
Work with
festivals,
KPIs,When
plan,
praising
things
and staff
report
happen,
members,
the
2. and
first
Carewithdrawing
reason is meexperiences
and encouragement in afor
2. employees
Result: Let' s talk to each other by
time
o Host
3. volume
Observecultural
powerfestivals,
and traintournament
3. competitions
Creativity:
4. the
With Create
Vinamilk'
Vinamilk also
spolicy of Don’t
suitable
workplaces
focuses say
retention
onpaint
the no,colors:
environments
two
history
of always
talent, andlooking
of formation,
blue
Vinamilk
and
organizesfor
good
white inof
stories the two
milk,
logo,solutions
connections
festivals,
and
trademarks,
praising inside
nutrition. staff
and and
TheVinamilk
members,
lessonsslogans.
of and
the
The4. Cooperation:
outside
withdrawing
history
perception
of good oftheblocks/rooms
experiences Adults
oftraditions
work for
in don' twork
of employees.
Vinamilk'
serious need adults
s corporate
Associate
with the
staff,
rules, styles,
culture Vinamilk,
spread.uniformsoften tidyhosts and cultural
clean. Employee
festivals,
5. Need
Integrity:
to knowMy words
the instructions,
are me
tournament
attitude is competitions
always friendly,to tightenpassionate,
the unity of and
the
not
6. Besides, do
Excellent: it I amofficial
an international standard
team.
enthusiastic. Before
Vinamilk
the policies participation
also take care
of the
of
6. Vinamilk
employees'
staff, expert
Is "mature"
in
willmy
families, infield
trainevery
the action
organizationsnecessary
that care
level for
of
employees,
expertise, regulations,
7. It' shelping
the elderthemandto
and effective
work formanners.
Vinamilk long -
the waiter
term.06/17/2020 11
 The meaning of organizational culture in
implementing the project
Reflecting through working environment The connection between parent
• The more clearly an organization’s organization and project team
shared perceptions and values are • People understand and accept
stated, the more strongly people can
other’s opinions gently
identify with their organization and • Culture of organization is the river
• feel
Helpamembers
vital part to
of be
it more
and the project is the boat
devoted and loyal to the • Naturally overcome obstacles of the
• organization.
Culture helps define what is projects
permissible and inappropriate
Createbehavior
social order in working environment

06/17/2020 12
 PART 2. CASE STUDY:
v

HORIZON CONSULT

06/17/2020 13
OVER
VIEW
No. KEY POINT
Horizon
How the Consulting
efficiency ofisHorizon
a customprojects?
software development company that offers
1 fully integrated mobile application services
- Every two to three weeks were expected to demonstrate the latest version of
4 Horizon was
applications organized into three departments: Sales, Software
to clients.
2 Development,
- Depending uponandthe Graphics,
complexitywith Account
of the Managers
application acting itastypically
and changes, project
managers
took Horizon two to four months to deliver a finished product to a client.
3 How the Horizon
The company's work (Figure
welfare 1. Projectized
policy for employees Organization Structure)
- The big payoff is the annual Christmas bonus based on overall company
5 profits. Employees could receive a 10–15 percent boost in pay.
- Horizon sponsored a co-ed city league softball team which most of the
Account Managers played on

06/17/2020 14
 Section 1: Management Structure
Functional Structure & Meeting with the client to
define the requirements
of Horizon Consult
and vision for the
Projectized Structure of application

Horizon Consult 1st step

Two pairs of Software Account Graphic User

Graphics
software engineers Development Managers Interface designer
3rd step 2nd step

THE Come up with a

The first pair
SECOND Sales preliminary storyboard
(app engineers)
PAIR of how the application
would function and
look

Work on the client Work on the smartphone PROJECTS Making sales

side of the application side of the application pitches to potential
new clients Work on the
project at certain
key stages

Work full Work on Based

Withon thistheir
Moreover, projectized
Horizon’s
operation organization
employees
structure, theseem worker, we can
to bebelieved
Horizon very inconfirm
satisfied with
every twothe
time on the multiple projects
application as needed Firgure
that
to the1.
welfare
three The organizational
projects
policies
weeks are operated
which
Account boost Structure
under
10%
Managers to 15%
were of
MatrixHorizon
of Consult
Arrangement
salaryto
expected atdemonstrate
the end of the
where the available resources are allocated into 3 projects
year basedversion
the latest on theofoverall company
applications profitsand
to clients andtook
alsotwo
sponsored
or threefor
06/17/2020 which will be discuss in the third section.
softball
months team which
to deliver most of the
a finished Account
product to a Managers
client. played on.15
 Section 3: Post-Meeting
Organization Culture of
Horizon Consult
In this section, the Horizon allocated projects
status in to Red, Green and Yellow designation
based on the company's priority. Priority status
was based on the degree to which the project
added to the firm's mission.

GOOD SOME PROBLEMS LIMITED SIZE

OCCURRED. AND SCOPE.
BUT ACCEPTABLE

06/17/2020 16
Answer the questions at the end
of
1. the
Howtopic
successful was the post-meeting?
Post-meeting session was conducted in a meaningful way, where decisions were taken by all the Account
Managers collectively without any dispute. Hence, it was quite successful.
2. What factors contributed to the success or failure of this meeting?
Decisions were made based on priorities of the projects, Green, Blue and Purple designation.
They were no dispute among the Account Managers. Though two Account Managers Tom Watson and
Samantha Stewart both working on Blue Project selected same software engineer, there was no dispute and they
sorted out the matter on themselves.
Team was proactive in providing valuable suggestion which may improve productivity of their collogue.
Initially Patty selected Mike but after Jackson's recommendation she finally selected Axel Gerthoff after
knowing his past record
3. What kind of project management structure does Horizon use? Is it the right structure? Explain
There are three types of Organizational Structure
Functional Organizational Structure: The Horizon was organized into three departments: Sales, Software
Development, and Graphics which took place different functions
Projectized Organization Structure: The Horizon consisted of sets of quasi-independent teams working on
specific projects. The main responsibility of functional departments is to assist and support these project teams.
Matrix Organizational Structure: Account Manager's role is similar to a Project Manager's role and they lead a 17
06/17/2020
06/17/2020 18