Chapter 15
Project Organization, Leadership, and Control
DISCUSSION QUESTIONS
15-1. Q: The four categories or elements of the project-driven organization were written largely for projects
in which systems were designed and manufactured. How would the categories and their contents differ
for an architecture/engineering (AlE) firm whose project involved the design of structures and
management of their construction?
15-2. Q: What types of projects are managed most effectively using the (fully or partially) projectized
organization? What types are managed most effectively as part of the normal functional organization?
15-3. Q: Discuss the ways in which the matrix management structure tends to reduce the problems of project
management under (a) a fully projectized organization and (b) a normal functional organization. (c)
What are the disadvantages of going to the matrix structure?
15-4. Q: In the matrix management structure, the person responsible for the activity of a specific functional
specialty on a specific project has two bosses. What considerations in a well-run matrix structure
reduce the resulting potential for conflict?
15-5. Q: In the text we discuss the technical, administrative, and interpersonal skills desirable in a project
manager. What attributes do you believe are desirable in an engineering specialist working on a project
in a matrix organization?
15-6. Q: If you were a project manager, which three or four responsibility areas of the nine listed under The
Manager’s Charter would you most want to have included in a charter granted you by management?
State your reasons.
A: One group of graduate students made the following choices:
15-7. Q: Discuss the precautions you might take as manager of a new project in building a project team to
assure that the project does not get off on the wrong foot.
A: You would like to select team members who have a positive attitude toward the project, have the
15-8. Q: Thamhain and Wilemon tested the apparent preferences for each of the five modes of conflict
resolution (compromise, confrontation, forcing, smoothing, or withdrawal) by measuring the extent of
agreement of project managers with 15 aphorisms developed by Lawrence and Lorsch. Which conflict
resolution mode is suggested by each of these aphorisms:
(a) The arguments of the strongest always have the most weigh
(b) Kill your enemies with kindness;
(c) By digging and digging the truth is being discovered;
(d) Better half a loaf than no bread; and
(e) When two quarrel, he who keeps silence first is most praiseworthy?
15-9. Q: Define the five modes of conflict resolution (question 15-8) and, for at least three of them, describe
a situation where each might be most effective.
15-10. Q: Baker, Murphy, and Fisher conclude that project success is measured best by the satisfaction
regarding the technical performance of the product produced, far more than achievement within
planned cost and schedule. What reasons can you see for this?
15-11. Q: Outline a strategy for effective communication between project personnel and the customer (client).
A: Joint review and discussion of the statement of work, plans, and specifications should be undertaken