PRO4801 ASSIGNMENT 4
- 2023
UNIQUE NUMBER: 791013
DUE DATE: 30 JUNE 2023
,PRO4801 ASSIGNMENT 4 2023
Question 4.1
Projects go through many uncertainties. Therefore, projects must be able to adjust.
Traditional organisations are ineffective in the face of rapid change. In contrast, project
organisations should be organic. Explain what is meant by 'organic' and distinguish how
the different kinds of integrators can enhance interaction, coordination and mutual
adjustments. (20)
"Organic" in project organizations refers to a structure that is adaptable, flexible, and
focuses on integrating sub-units using horizontal relationships. For project organisations to
be organic they must integrate sub-units using horizontal relations and the organizational
structure should be able to suit the unique requirements of the project and the
environment. It is designed to meet the unique requirements of a project and its dynamic
environment, enabling it to adjust and respond to uncertainties effectively (Pinto, 2016).
Organic project organizations are characterized by flexible structures and processes that
allow for effective adjustments in response to uncertainties and changes in the project
environment. Integrators support interactions, coordination, and mutual adjustments within
an organic project organization.
In an organic organization, there is a high degree of interaction and coordination between
different units, and decisions are made quickly and flexibly.
Horizontal Relations: In an organic organization, communication and coordination
are not just limited to vertical relationships between managers and subordinates.
Instead, there is a high degree of horizontal communication and coordination
between different units and departments. This allows for a more flexible and
responsive organization that can adapt to change more easily.
Organizational Structures that suit the unique requirements of the project and the
environment: In an organic organization, the organizational structure is not fixed.
Instead, it is designed to suit the unique requirements of the project and the
environment. This allows the organization to be more adaptable and responsive to
change.
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, Here is a detailed evaluation of how different types of integrators can enhance
interactions, coordination and mutual adjustments in a project organization:
Liaison Roles:
The liaison role is a specialized person or group that links two or more organization
subunits. In the liaison role of an “inventory controller” - the person performs duties in the
assembly department but also notifies the purchasing department of impending shortages
and keeps track of orders placed. The role relieves the assembly foreman of this
responsibility and, by legitimizing the process, ensures that orders get placed, funded, and
documented.
Liaison roles can enhance communication between different departments and facilitate
coordination and information flow. They are responsible for promoting interaction, ensuring
coordination, and resolving any conflicts that may arise (Turner, 2014). Liaisons can be
internal or external to the project organization, and they are often selected based on their
expertise in the areas of the organization they are responsible for. They act as a central
point of contact and ensure that all relevant parties are involved and informed, thereby
promoting effective interaction and coordination among different units.
In South Africa, infrastructure projects such as the Gauteng Freeway Improvement Project
have used liaison roles to facilitate communication between the South African National
Roads Agency (SANRAL) and various stakeholders, including government departments and
the public.
But the liaison role is not always effective. Although the inventory controller expedites parts
ordering, the reason for part shortages still goes unresolved. To unravel that problem, it
might be necessary to involve people from elsewhere in the company. This is where the
next kind of integrative role, a multifunctional task force or team, comes into play.
Task Force and Teams:
A task force is a temporary group with representatives from several subunits
(multifunctional) that is formed to address a need or solve a problem. When the group
begins addressing the problem, it is, in fact, conducting a project. For example, to address
the shortage problem, the assembly foreman might call together representatives from the
areas of inspection, finance, and purchasing. The task force meets as often and as long as
necessary to solve the problem, and then it disbands. The most effective task forces have
ten or fewer members, a team leader or coordinator, and are short lived.
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