Role of a nonfunctional project manager
Question Description
Eric Smithson is the CEO of the Smithson Company, a privately owned,
medium-size manufacturing company. The company is 20 years old and,
until recently, had experienced rapid growth. Mr. Smithson believes that
the company's recent problems are closely related to the depressed U.S.
economy.
Brianna Smatters was hired as the director of corporate planning at
Smithson six months ago. After reviewing the performance and financial
statements of Smithson for the last few years, Ms. Smatters has come to
the conclusion that the economic conditions are not the real problem,
but rather exacerbate the real problems. She believes that Smithson
Company products are becoming obsolete and that the company has done a
bad job of reacting to market threats and opportunities. She also
believes that the strong functional organization impedes the kinds of
action required to remedy the situation. Accordingly, she has
recommended that Mr. Smithson create a new position, manager of special
operations, to promote and use project management techniques. The new
manager would handle several critical projects in the role of project
manager.
Mr. Smithson is cool to the idea. He believes that his functional
departments are managed by capable professional people. Why can't these
high-level managers work together more efficiently? Perhaps a good
approach would be for him (Smithson) to give the group some direction
(what to do, when to do it, who should do it) and then put the
functional manager most closely related to the problems in charge of the
group. He assumes that the little push from him (Smithson) as just
described would be enough to "get the project rolling."
Questions: After this explanation Ms. Smatters is more convinced than ever that a separate, nonfunctional project manager is required. Is she right? If you were Smatters, how would you sell Mr. Smithson on the idea? If a new position is created, what other changes should be made?
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