Theability to successfully implement changes through a proposedchangeover displays the effective leadership in an organizationbecause the organization will achieve growth and development. Theseproposed changes are achieved through qualitative leadership thatwill provide the required resources and develops a well-organizedorganization structure required for implementing the change. Theorganization structure will play a critical role in focus and usingspecialized staff without which the changeover will fail resulting towastage of the scarce resources. Basically, there are many scholarlyworks that have focused on functional organization structure wherebyorganizations are subdivided in respect to product lines,geographical locations, and clientele base among others. There aredifferent project organizations that have emerged in efforts toaddress the diverse needs of organizations. These projectorgan9zation strategies employ the use various software to addressthe needs of organization because of the advantages brought about bythe technological developments. The use of software in projectmanagement is used because of the ability of the software to solvethe problems brought about by the ever-changing market needs hence,they make a firm to be at a competitive advantage. Among the majortypes project organization employed by firms include functionalproject organization, pure project organization, and combined matrixproject organization. These respective types of project organizationhave their advantages and disadvantages.
Inthis case, the organization is planning to have the implementation ofa changeover from manufacturing of nebulous middleweight class toproduction of larger touring motorcycles. The changeover will takeplace over duration of five years. This research paper focuses on howthe pure project organization will be an effective type of projectorganization in achieving the organization dreams of manufacturingthe larger touring class motorcycles. More so, a recommendation ofhow to balance the short-term and long-term goals is provided, alongwith the leadership style and risk mitigation strategies.
Thistype of project organization differentiates the project organizationfrom the mother organization. The project organization is carried outas an independent entity with its respective administration andspecialized technical team that is loosely connected with the motherorganization. It links with the mother organization during periodicreporting about the progress of the project. Although there can somecontrol by the mother organization in respect to financial costs,administrative and staff control mechanisms, in other cases, theproject managers are given absolute freedom on how to carry out theproposed changeover (Charvat, 2003).
Belowis a detailed process steps that will be employed by the organizationin achieving the proposed changes in the production of motorcycles.
The project manager is fully responsible for the implementation of the project and reports to the executive periodically about the progress of the project implementation.
The project manager has control over the labor requirement without consultation with the senior management unless when it is absolutely necessary. The project manager happens to be the only director of the project, therefore as the director the project manager has to be accountable about the success and failure of the management.
The communication lines must be shortened in efforts to ensure that the project managers can consult with the top management when the need arises without having to go through the functional departments. This is because that may cost time, hence derailing the scheduled completion of the project.
There are some technical experts who have the potential to employ the latest technology and apply there skill in the strategic project management. The project manager can decide to have the unique specialized expert to be hired on temporal or permanent basis. This will mainly depend on the competency within the organization. The technical expert will play a critical role in ensuring that the motorcycles being developed meet the expected client expectation and therefore ensure that the organization is at a competitive advantage.
The project manager will ensure that the project has its own identity. Effective communication lines through the diverse project implementation team. The effective communication will play a critical role in sharing of experience and expert knowledge in the team in efforts to make certain that the project is a success.
The decision making process is centralized. This is critical in making fast decision. The changes during the implementation process through fast consultation among the implementing team members without having to consult with the top management. Thus corrective actions are implemented fast to make project on track with respect to the resources allocated to the project.
Although the project is run independently, the project manager follows the organization principles and culture. The organization growth and development policies are the corner stone to most of the decision being made about the project.
The project implementation must be done in a simplified manner to enable understanding of all the stakeholders. The application of technical issues must also be made simplified in order to minimize the chances of resistance to change by the stakeholders.
The chances of technical errors will be eradicated through a holistic approach of the proposed project.
Throughthe employment of the above well-defined step of pure projectorganization approach, there are high chances that the project willbe a huge success. The project manager will have the responsibilityof defined the future of the technical team employed in theimplementation of the project in efforts to reduce the chances ofconflicts of interests between the functional departments and theproject team (Meredith & Mantel, 2002).
Balancingthe Short-term and Long-term goals of the Organization
Inefforts by the senior management to balance between the short-termand long-term needs of the organization, the balanced scorecard willbe employed. The balanced scorecard is a great management strategythat plays an important role in implementing changes with specialfocus on the vision and mission with respect to four approaches.Rather than focusing on the efficient use of the financial resources,the senior executive will pay attention to other three aspects thatinclude the learning and growth, the internal processes, and thecustomer needs. This combination of the four aspects will enhancethe balancing of the short-term and long-term needs of thisorganization.
Thisstrategic management approach will first translate the vision oforganization in such a way that there is a consensus among the topmanagement about the project being implemented. Thus, the short-termgoals will be used to define the long-term goals. The projectmanager is therefore required to define operational measures andobjectives that link both short-term and long-term organizationgoals. This is easily achieved through consultation with the seniormanagement while taking into consideration the organization vision.The resources needed in developing the measurable objectives includethe technical expertise about the financial and other physical needsof the project. These needs must be aligned to the organizationcapability and potential.
Throughthe balanced scorecard, there shall be well-defined lines ofcommunication and linking between the senior management and theorganization project management. Before implementation of anyproject, the senior management consults extensively within theorganization. Experts are consulted about the way forward withrespect to the long-term goals and their alignment with theshort-term goals. The communication lines within the organization areimperative features of strategic change management through the mannerin which they guarantee effective analysis if the organization goalsand the strategic goals. The other factor that enables the managementto be able to align the short-term goals with the long-term goals isthe potential of the balanced scorecard to enhance the businessplanning.The planning enables the organization to achieve itsgoals through integration of the financial and business plans.Although this is a difficult endeavor, the ambitions in the businessensure that resources are allocated to the respective goals after thepriorities have been established. Through the resource allocation,the executive ensures that optimal management decisions are givenafter tasking into to goals of the organization. The last factorthat the balanced scorecard takes into consideration while aligningthe short-term and long-term goals of the organization is theevaluation of the feedback and learning process. This evaluates thefeedback from clients and thus enabling the management to makestrategic decision to implement a certain change within theorganization. In this case, it is through client feedback that thisorganization took into consideration of the existing market needs andthus decided to invest in the manufacturing of the larger touringmotorcycles. The balanced scorecard enables the management toestablish and set budget goals within the organization potentialwhile assessing the management systems to make certain that theorganization performance at the present and the future are trulybalanced. Through the balanced scorecard, there is a guarantee thatthe organization remains inclined to the goals both in the short-termand long-term. Through the scorecard, the goals are achieved withoutmany challenges (Kaplan & Norton, 2007).
Themanagement style that is most effective in ensuring the organizationachieves its growth plan is the blue ocean leadership style. Throughthis style, the changes being carried out within the organization areexecuted in an impeccable way while taking into consideration theneeds of the organization. The blue ocean leadership in a leadershipstyle that can be very effective in the project management because ittakes into consideration the market realities, while distributing theleadership in all the management levels while taking intoconsideration the project activities and acts. This projectleadership style takes consideration of the leadership having toevaluate the realities within the project without making relying onassumptions extensively. The project manager leadership profileshould be evaluated to make sure that the most competent leader isassigned the responsibility of being the project manager.
Amongthe risks that the firm must take into consideration during theproject implementation that may be overlooked include the financialrisks, operational technical risks, and the strategic risk. Thefinancial risk involves the use of financial resources without muchaccountability and transparency. Financial resources are criticalresources within an organization inability to implement the projectefficiently results to misallocation of financial resources.Monitoring and verification of the financial requirements is a greatincentive that should not be assumed. Therefore, it is imperative forthe management to evaluate through sensitivity analysis on how thefinancial resources have been allocated. More so, an assessment ofthe previous projects should be done to evaluate how the probabilityof optimal financial allocation.
Strategicrisks involve the ability to align the project goals with theorganizational goals. The inability for the management to focus onthe organization goals may end up affecting the organization culture.In most cases, the project manager may overlook the organizationalstrategies and thus end up affecting the whole of the organization.To enable the project manager to remain focused on the organizationculture, the all the project objectives must give reference to theorganization mission and vision. The operational technical risksinvolve the technical requirements of the proposed project. Theorganization must consider the technical requirements of the projectbeing implemented without affecting the normal running of theorganization. In case the technical experts from the organization arerequirement during the implementation of the project, the projectmanager must consult with the senior management on the way to havethe technical team incorporated in the project while at the sametimeserving in their respective departments. In case this is notpossible, the project manager should outsource the required expertsto have the project implemented (Spiess & Felding, 2008).
Theproject implementation for the organization is a noble idea thatdemands the organization to employ the pure project organizationstrategy to ensure that the changeover is a success. This type oforganization strategy considers the project as an entity and theproject manager is bestowed with the responsibility of ensuring thatthe project is a success. While making the decisions on how to makethe project achieve its goals and objectives, the best leadershipstrategy is the blue ocean leadership style because it takes intoconsideration the organization goals and the market needs. Thebalanced scorecard is the best strategy that the management canemploy to balance between the short-term and long-term goals of theorganization. In so doing, the risks surrounding the organizationmust be taken into consideration.
Charvat,J. (2003). ProjectManagement Methodologies: Selecting, Implementing, and SupportingMethodologies and Processes for Projects.New Jersey: Wiley
Kaplan,R. S. & Norton, D. P. (2007).Using the Balanced Scorecard as aStrategic Management System. Retrieved fromhttp://hbr.org/2007/07/using-the-balanced-scorecard-as-a-strategic-management-system/ar/1
Meredith,J., & Mantel, S. (2002). ProjectManagement a Managerial Approach.New York: John Wiley & Sons.
Spiess,W., & Felding, F. (2008). Conflictprevention in project management: Strategies, methods, checklists andcase studies.Berlin: Springer.