Case Study: Project Management Style Contradict to Tranditions

Introduction

Before the change, the project is managed by functional manager, even though the team member were from different department. At the initial organizational change process, there was a Maglev train structure design project to be lanced. The team consisted of around 10 experts from multifunctional departments, such as structure department, stress department and system department, etc. This was my first project guided by the new project management procedures. The interface of project manager and functional manager was not well defined by rules and procedures: they were still in discussion and drafting phase.

Challenge

The first difficulty soon occurred. After I was appointed as project manager for this project, I tried to participate into the project and take over the management role of the functional manager. He told me that it was a simple project and a project manager is not necessary.

At the beginning, the team members were reluctant to communicate to project manager about the task progress. When I asked the current progress of team members, one of them replied to me that nothing is worth worried and didn’t want to show up in the meeting.

The communication between different functional engineer was lack of efficiency. Cross department face to face communication was rare.  Most common used communication style was software texting, which lack of presenting emotion and could cause misunderstanding occasionally.

Case Analysis

Building open team environment with equality attitude

The project management procedures are established. There should be no obstacle in creating a project team. However, the employees have long history of obeying the functional manager and put the department interest first. They may be cautious to provide information to outsider, especially the bad news, because they are not sure if the information will be used against them.

Thus, it is important for project manager to create a trustworthy and safe environment in the team.

Project management style showed lower power-distance trait in a high power-distance culture context. Project manager has to gain trust by removing project obstacles both technical and managerial. Project manager act as supportive and empowerment servant, instead of control and monitor boss. The trust between the project manager and team member can be obtained by long-term cooperation and supportive action. The project managers respect each expert’s opinion.

The challenge here is to get the opinions and create an open discussion environment in high-power distance culture. Project manager encourages functional leaders and engineers to express their opinions and never judge on the faults. For example, in the meeting, the project manager could encourage everyone to speak by brainstorming, or makes some jokes to release the tension, or ask questions without the afraid of losing face, etc.

Build trust with functional managers with universal principles

In large-power distance context, managers are sensitive in power acquiring and losing. Functional managers may consider project managers as a threat to their authority. The project managers get authorization from procedures, and have the right to take part of the management role from functional manager. Meanwhile, the functional manager’s attitude could have huge impact on project performance, which makes it important to use a cooperation negotiation strategy to get their support.

Project managers can present their value to functional managers to gain support in the project. For example, project manager can deal with conflicts between departments with the best possible satisfaction of functional manager, such as resource allocation issues. The advantages of the project manager are no personal interest involved. They could deal with issues with universal principles with best effort to satisfy the stakeholders including functional manager.

Solutions

Several actions were taken to break the barrier:

First, project manager organized kick-off meeting to understand each other’s responsibility and get commitment from individuals.

Second, project manager discovered and solved obstacles with autonomy. For example, once there was a manufacture issue in structure design process. The space remained for assembly are not sufficient for normal tools. Thus, the project manager found the solution by organizing team brainstorming and ask for help from manufacture tooling experts.

Another issue was the frequent requirement changes from the client and the consequences in cost and schedule. I set up a centralized change management method. Change requirements must be delivered from the client in the written form such as an email with detailed reason, and then be discussed and approved/disapprove by the change control board including project manager and relevant technical experts. Since the whole team benefits process change, it was much easier for them to accept and implement.

Last but not least, I used management tool used to improve communication between different department was colocation working. The engineers worked in the same room are able to take advantage of face-to-face communication and can solve problems as they arise.

Results

After those actions, the communication and cooperation between team members became smoother. After one year team work, the project outcome was pleasant with project delivery within cost and schedule.

Discussion

Project management style: Contradict to Functional Management

The multifunctional team involves the project manager, functional leader and functional team member. The functional leader is not necessary the functional manager, instead could be anyone who is excellent in a specific technical domain. The effective project team culture should have traits that contradict with Chinese national culture.

First, PMO established clear rules about interface between project manager and functional manager. The chief PMO manager provided trainings to functional managers to be aware of the rules and procedures.

Second, project managers gained trust by acting as servant manager and contribute to project. Though getting over similar obstacles constantly, the trust between the team was built.

Third, the project managers tailored the management tools, focus the most valuable tools and avoid micromanagement.

The transition from functional to project-oriented management underscored the challenges in reshaping team dynamics and communication patterns. The case emphasized the need for a leadership style that aligns with a collective culture, building trust, and fostering open communication to bridge hierarchical gaps.