Organizational Structures
CHALLENGE
A systems district of a large corporation had been organized in a matrix format that did
not include a separate project management function. Although the district operated under a
highly structured systems development framework, coordination from phase to phase of
projects rarely went smoothly with the result that deadlines were missed with mutual finger
pointing among the various functional areas.
SERVICE
An MCS consultant was introduced into the district in order to integrate a new project
management function into the organization. This integration required not only defining the
roles and responsibilities of the function and its interactions with the other district functions but
also getting acceptance by the other functions, demonstrating the function, customizing tools
for the function and mentoring the first of the in-house project managers.
RESULTS
When defined and demonstrated, project management was welcomed by the other
functional areas that accepted it as performing necessary roles that benefited their own work
instead of inhibiting it. During the function demonstration period, MCS managed projects
accounted for 2/3 of the district's accomplishments.
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