The project organization that best suits the change management
The type of project organization I recommend for this project is the matrix organizational structure. What this project needs is an organizational structure that involves various departments to achieve a common goal. According to Kloppenborg (2011), a matrix structure combines divisions with different functional departments. Employing a matrix structure will give the project the necessary attention it requires since the project manager focuses only on attaining specific goals.
A matrix structure will also allow the product manager to take charge of the new motorcycle capacities, in addition to expanding the touring class motorcycles beyond global borders. Kloppenborg (2011) points out that by compartmentalizing work using the matrix structure, an organization can develop a department within another department, thereby creating a continuous flow of projects. A rationale for using the matrix structure is the advantage associated with keeping a project manager responsible for an entire project. Having a single project manager for the entire duration will indeed ensure the success of the project. Another rationale for using single project management is that the company requires its present team to cater to the existing clientele in other motorcycle classes. Thus, the specific timeframe for the project makes it imperative for the company to create a strategic team that will focus on the touring class of motorcycles alone.
The process steps are required to develop the new motorcycle brands
To develop the motorcycle, the company requires excellent execution to bring the project to life. With a carefully planned execution strategy, Kloppenborg (2011) asserts that a company can create efficient and effective manufacturing processes. First, the company requires an organizational assessment to evaluate the necessary steps required to pilot the project. This assessment will include the process of drafting a task completion framework before developing the team. The team will then determine the efficiency of the project. Kloppenborg (2011) affirms that assigning a team sets the scope for identifying the people and resources required for the successful completion of a project. I emphasize this working culture because of its impact on the efficiency, effectiveness, and productivity of the project. Since this is a new project, the manufacturer requires excellent employees from across all departments. The project staff will also require diverse backgrounds and experiences in manufacturing touring motorcycles.
A strategy that could help senior executives balance their needs in the short- and long-run
A balanced scorecard is the best strategy in linking the short and long-term needs of the motorcycle company (Rowe & Nejad, 2009). Exploiting intangible assets is more important for the executives, as compared to managing physical assets. The balanced scorecard creates a performance measure that links the firm’s long-term strategy with its short-term needs. Since the control systems of most organizations depend on financial targets, which remain inattentive to long-term strategic goals (Rowe & Nejad, 2009), the financial measures of most companies create gaps in strategy and implementation. For the motorcycle company, the balanced scorecard will link its short and long-term needs using various management processes. These include translating the vision, communicating and linking, feedback and learning, and business planning. The processes of the balanced scorecard will make sure that the company does not depend on short-term financial measures as the sole performance indicator for the company.
Vital resources that the project manager requires during change management
The quantity of resources or time is directly related to the project’s scope, the level of management involvement, the depth of partnership across the business and technical groups, and the developer’s skills and knowledge (Rowe & Nejad, 2009). The resources that this project will require include time, an unshrinking budget, Information Technology (IT), a balanced scorecard, and a motivated and skilled workforce. IT is a strategic resource for the company since it supports its missions and objectives. Time is another strategic resource that the company will integrate into its management process. On the other hand, a shrinking budget environment is another resource that the manager has to consider, given its criticality to the project. Next, the company requires a balanced scorecard, because it highlights problems that may arise as the available resources die down. Last, a motivated and skilled workforce is critical to the success of the project from its initial stages up to the end.
The project management leadership style that can oversee the project
Since having good project management methods cannot assure the success of a growth plan (Kaplan & Norton, 2001), good leadership practices are important in overseeing a project. Strategic leadership is the best-fit style for this project since the leader can envision a better future for the organization. By remaining future-oriented and risk-averse, a strategic leader can employ managerial and visionary skills to anticipate problems and maneuver around predominant technical teams. A strategic leader strives to acquire skills that are not internally available beyond the organization’s scope (Kaplan & Norton, 2001). Visionary attributes of strategic leaders ground the project’s operations on a desired vision for the organization. The strategic leaders will remain orientated on the future by influencing their followers, to create a shared vision. A strategic leader can best articulate a compelling vision for the organization in building its touring class motorcycles successfully. While one may argue that visionary attributes of strategic leaders ignore daily business functions, combining visionary leadership with managerial skills creates both long and short-term success for the motorcycle company.
Recommending risk mitigation strategies for the project
Although people often overlook project risk management, it remains significant to the success of any project (Linetsky, 2008). Delivering a project within the stipulated timeline and budget is a measure of a project’s success. Unfortunately, this is unachievable if there are significant changes in external and internal influences. Thus, risk management requires project managers to identify, analyze, prioritize, and mitigate risks that threaten the success of the project. The first strategy in risk mitigation is designing out unacceptable risks (Linetsky, 2008). The project manager needs to rule out all unacceptable risks across all stages of the touring motorcycle manufacturing process. The organization should modify all unrealistic levels and requirements to meet the performance and cost targets.
Secondly, the company should reduce its risk exposure. Controlling and reducing all possibilities of deviating from the original plan will result in realistic results for the project (Linetsky, 2008). Project managers, who reduce adverse risk exposures early, tend to incur fewer losses during the project’s lifecycle. Another risk mitigation strategy that entails tracking and reporting is monitoring a reality. As the company completes the project, it has to monitor risk factors that may trigger significant events (Linetsky, 2008). Monitoring and tracking are daily mitigation activities that project managers may enact and direct. Additionally, it is important that managers get early feedback from reality, and include this feedback into developing and maintaining processes. This will mitigate risks before they grow out of hand.
Kaplan, R.S, & Norton, D.P. (2001). Building a Strategy-Focused Organization. Ivy Business Journal. Web.
Kloppenborg, T. (2011). Contemporary Project Management. Boston, Massachusetts: Cengage Learning.
Linetsky, B.L. (2008). The Project Management Paradox: Achieving More by Doing Less. Ivey Business Journal. Web.
Rowe, W., & Nejad, M. (2009). Strategic Leadership: Short-Term Stability and Long-Term Viability. Ivey Business Journal. Web.