Project Planning and Restructure - General Manager Report for KFH - Management Assignment Help

Assignment Task

1.1. Introduction

The restructuring of KFH involves external and internal project redesign and management. The external level of project management is more important as it enables the identification of relationships between individuals and groups involved in the project within the parent functional departments in the organisation (Harrison and Lock, 2004). This report will present an appropriate project organisation structure to the board of KFH along with a project plan, cost and time schedule, project evaluation and role of project players.

1.2. Organisational Structure

External organisational structure involves functional project management of matrix projects. Functional management involves work carried out in functional areas with each area functioning independently, while project management involves control of all areas by a single project manager (Brynjolfsson et al., 2012). This research proposes to adopt a matrix project management structure where project managers and functional managers work together to promote cross functional orientation. This research supports the promotion of a matrix organisational structure for the restructuring process, as the project manager shares the responsibility with the functional managers of the different departments to identify priorities, role clarity and resource allocation. According to Soderlund (2011), matrix organisational structure is most effective in project restructuring as authority, responsibility and communication are present at the horizontal, vertical and diagonal levels. A matrix organisational approach is promoted as the process involves leveraging of resources, gaining functional expertise and maintaining the scope of the project.

The following Figure 1 presents the KFH organisational redesign structure, where individuals from different departments working on the project restructure are found to report to managers, functional managers and the project manager.

Figure 1: Organisational Restructure (Author, Current Study)

From the above figure, it is observed that a Restructure Project Task Force is to be established headed by the General Manager (Restructure Project Manager). Senior delegates from other departments are found to be part of this project task force; they handle the functional attributes of individual departments and report to the restructure project manager. The responsibilities of top members of the task force include:

CEO – The CEO is involved in the formation of the project task force, funding allocation and definition of project scope.

1.3. Project Control and Monitoring

This research adopts the control and monitoring techniques proposed in PRINCE2 for managing the KFH restructure. Project control is carried out to promote the delivery of a project's products and can be promoted by adopting an event driven and time driven approach. This report suggests the adoption of a project initiation document, end stage report and exception plan, and event driven activities. Time driven control activities include progress feedback reports, including highlight reports and checkpoint reports (Turner, 2007).

According to the Office of Government Commerce (2009), the project initiation document is the primary control of any project as it defines the scope, time and cost of the project. The document is used to ensure that an effective rationale for the project, clear defined project goals and project assessment parameters are set. Turner (2007) further indicates that the project initiation document can be used as a baseline document to help understand change management issues and progress assessment.

o On the other hand, the end stage report is used to summarise the project as a whole, including stage-wise developments and identified risks. This report is compared with the project initiation document to help identify if there is a need to revise plans, amend the scope, or stop the project due to irregularities (Turner, 2007).

o The exception plan helps control project scope by identifying possible actions required to recover from the effects of tolerance deviations. This plan is implemented if the initial project plan and the stage plans show great deviations and, if approved, will become the baseline project plan. The purpose of the plan is to ensure that the project can be controlled even if large deviations from the project process are identified (Office of Government Commerce, 2009).

o Project checkpoint reports are presented by the project manager at defined stages in the project plan (initiation, implementation, and conclusion) in order to detail the status of work of every department involved in the project restructure. This is an internal document used for internal project control and monitoring (Hinde, 2012).

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