allowed it to come into the market of software for personal computers and in a great extent to create this market. So project of creating Windows became the driving force for Microsoft Corp.
The most efficient structure is when activity of the organization consists of project, and every project consists of operations; in this case some projects may be endless. Project managers define human, technical, financial and other resources they need for their projects; then all these needs are summarized and put to the organizational plan and budget. So needs of the projects determine organizational needs and priorities.
Also it often happens that very important goals of organization (i.e. new market penetration, getting a state construction contract, getting a software development tender) depend on projects. Sometimes a successful project can save a company from a bankruptcy or irretrievably crush competitors.
Project may not be an organizational driving force when it contradicts the organizational goals or is badly planned and doomed to failure. In this case the project draws human, time, technical, financial and other resources from the organization and gives nothing instead. For example, IBM spent a lot of time and effort on development of operating system OS/2, but the project was not successful. IBM is the greatest hardware vendor, but it failed with operating system development.
The human factor is important because...
The project manager must be able to exert interpersonal influence in order to lead the project team. By Hendrickson, the project manager often gains the support of his/her team through a combination of the following:
Formal authority resulting from an official capacity which is empowered to issue orders.
Reward and/or penalty power resulting from his/her capacity to dispense directly or indirectly valued organization rewards or penalties.
Expert power when the project manager is perceived as possessing special knowledge or expertise for the job.
Attractive power because the project manager has a personality or other characteristics to convince others. (Hendrickson, 1998, chap.2)
So I will use these issues in my relations with the team. The members of the project team must work together, whether they are assembled from different divisions of the same organization or even from different organizations. Some problems of interaction may arise initially when the team members are unfamiliar with their own roles in the project team, particularly for a large and complex project. These problems must be resolved quickly in order to develop an effective, functioning team.
Also I need to explore two important subjects: why the previous project manager was so popular and why the project is about to fail in spite of the great love of the team to him. Maybe his management style was too soft and democratic and work conditions were too hothouse. If so, I would say to the team, "Guys, it was very good, but now it's finished. Let's work together, and let's work hard, because it's the only way for our company to survive. I don't need your love, I need the work done."
Also it may be good decision to rebuild