Introduction

1. Introduction Group D Independant Management Consultancy Presenting to: Dr. Maytorena Nicole Mulligan, Lauren Kramer, Rebecca Till, Tiffany Ling, Antonia Leung, Melanie Sy, Gloria Chu 1

2. Company good points • The company has beaten intense competition to gain government contracts • Superior technological capabilities • Strong marketing division • The company has under gone major expansion since 1996, acquiring several smaller firms. • A full time project management division has been created. 2

3. Outline of company problems From analysing Acorn Industries we have identified that the main problem, is the Underdevelopment of Project Management. This is a vital part of the organisation and yet does not take priority. Problem Areas • The organisational structure of the company is unclear • The absence of a deployment system for the correct project manager for each contract • Culture conflict • The insufficient planning and allocation of time on long term projects. • The marketing departments dominance over the company • The company's organisational goals 3

4. Key issue- Human resources • Recommendation • Better interaction between departments, working together towards common good of the company • Establish a training system so maximise the talents of young ambitious employees • Establish a deployment system for choosing the right project manager for each job • Problem • Project management has to fight with functional departments to obtain new talent • Selection system for the project managers is undeveloped 4

5. Key issue-Conflict arisen from company’s rapid growth • Problem • Conflict arose from the Sudden change in length and complexity of project compared to commercial project • Problems with company goals and the KMIP, too short term and don’t stretch the companies abilities • Recommendation • Improve KMIP,with better evaluation systems and more frequent goal assessment • Break down the long term government contract into more manageable tasks • Work Breakdown Structure (WBS) 5

6. Key issue-Organisational structure • Problems: • Organizational Structure not Ready for Reform • Operated under the traditional form of organizational structure • Decentralization • Encourage managers to concentrate on achieving their own aim • Not a single element of PM exists • Reformed Structure still not effective. • No clear evidence of interaction • Reformed structure turn project manager into a specialist rather than generalist. 6

7. Key issue organisational structure • Recommendation • A matrix organisational structure can be applied • Communications between departments can be improved • It breaks the functional boundary between each division • PM takes responsibility for managing the projects • Parent divisions can allocate the resources efficiently • However the balance of power if fairly delicate. Doubt exists as to who is in charge Contract 1 7

8. Key issue-organisational structure • Recommendation continued: • Pure Project Organisational Structure can be applied • The contracts are separated from the rest of the parent systems • It allows the PM to have full line authority over the project • No functional division heads whose permission must be sought or whose advises must be heeded before making technological decisions • Cadre of experts who develop considerable skills can be allocated efficiently When several contracts are being considered, fully staffed depts will be needed. Duplication of effort in every area may occur 8

9. Conclusion • Main problem is the underdevelopment of project management • Contributing to this problem is the lack of interaction • Main recommendations • Matrix • Selection criteria for the deployment of project management • Improvement of KMIP Thank you for listening 9