Unitech being a test equipment and software developer for the electronic industry was primarily confronted with several organizational issues. As per the case study, it is noted that there existed a line organizational framework in the firm (Phillips 2013). Further, with a segregation among the two major departments, namely electronic and computer engineering there was a consequent differentiation between the focused line managers. Moreover, both the department heads reported to and followed orders of the vice president who belonged to an engineering background. The prevailing organizational structure provided Unitech with several advantages and challenges as well.
According to Kerzner (2013), it is noted that the line organizational structure had a multidimensional approach towards Unitech. Despite of being a simple and a measure of direct decision making, the framework tend to simplify relationships and increase responsibility. On the other hand, the structure acts as negativity in case of business growths. Also, there is an increase in internal competition, pressure levels and many others. As per the case study, in addition to a downfall in competency levels, there was a lack in revenue generation, focus and teamwork.
The organizational chart based on the existing type of business framework is as follow
Figure: Existing Organizational Structure of Unitech
(Source: As created by author)
It is noted that only the line managers have a direct control over the project team, members and the staff of the firm. Also, the project departments are focused on achieving individual company benefitting targets that further lead a competition between the two major divided departments (Moustafaev 2015). Moreover, there exists a chain of command in the organization as well.
In order to develop business conditions the president of Unitech being a strong believer of project organizational structure reconstructed the framework of the firm. It is noted that the new structure along with developing efficiency of the firm focused on a proper decision making. Additionally, a project manager was also hired to guide contracting, creation of new pricing strategies and also developing of PM processes. Lastly, the contractors suggested management contractors to secure future growth opportunities as well.
The newly developed project organizational structure provided Unitech with several strengths as well as weaknesses. Concerning strengths, the authority of project managers, communication developments, speedy decision making, and efficiency increments proved to be the most profitable (Bartsch, Ebers and Maurer 2013).
On the contrary, factors like team setting up costs, individual loyalty developments of project team members, hardships in maintaining intellectual capital and a future concern tends to be a weakness for the enterprise. As opined by Bartsch, Ebers and Maurer (2013), it is noted that the newly proposed organizational structure also encouraged the firm to effectively grab market opportunities as well.
The several key points needed by the Project manager in the following areas are:
In addition to developing new contracts, key points of pricing strategies were also identified. According to Burke (2013), cost discipline, management contractor suggestions and many other positive changes grabbed the project manager’s view. It is noted that areas of communication, HR and conflict management aspects also formed part of the recognized activities.
The various components of a project of Unitech are the following:
The project processes and deliverables of Unitech include the following:
Figure: Project Management Process
(Source: Burke 2013)
The differences between PM initiation before and after key points are the following:
Before Key Points
After Key Points
1. No clear project idea
1. Clear statement of project development
2. No clear forecasting of results
2. Clear forecasting and expectancy of success
3. No clear authority and responsibility delegation. Also, no clear statement of stakeholders and leadership ideas
3. Identification of stakeholders and direction of leadership
4. No budget statement of the project
4. Clear and transparent budget development
Table: Differences between PM Initiation Before and After Key Points
(Source: Gido and Clements 2014)
The four main steps in project integration management are the following:
Figure: Project Management Processes
(Source: As created by author)
It is noted that there mainly exist three types of contracting types, which are:
As per the case study, the existing contracting methods take a longing scheduling time and ultimately lead to a delay in the project. As stated by Weglarz (2012), it is only with a change in the framework of the organization which will lend a hand towards stabilizing contracting measures and also help to accomplish projects on time. The quality process will also contribute towards developing contracting conditions.
Bartsch, V., Ebers, M. and Maurer, I., 2013. Learning in project-based organizations: The role of project teams' social capital for overcoming barriers to learning. International Journal of Project Management, 31(2), pp.239-251.
Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA.
Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.
Gido, J. and Clements, J.P., 2014. Successful project management. Nelson Education.
Kerzner, H.R., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Moustafaev, J., 2015. Project scope management.
Phillips, J., 2013. PMP, Project Management Professional (Certification Study Guides). McGraw-Hill Osborne Media.
Weglarz, J. ed., 2012. Project scheduling: recent models, algorithms and applications (Vol. 14). Springer Science & Business Media.
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