THY WEB 3.

0 PROJECT
ORGANIZATIONAL PROBLEMS

Table of Contents
1. Introduction to Web 3.0 Project............................................................................................................................2
1.1
Needs............................................................................................................................................................2
1.2
Aim of the Project........................................................................................................................................2
1.3
Scope............................................................................................................................................................2
1.4
Project Delivery Phases...............................................................................................................................3
1.5
Techniques and Methodologies and Tools to be Use...................................................................................4
1.6
Project Management Integration..................................................................................................................5
1.7
Scope Management Plan..............................................................................................................................5
1.8
Project Acceptance Criteria..........................................................................................................................5
1.9
Work Breakdown Structure (WBS).............................................................................................................6
1.10
Project Organization....................................................................................................................................7
1.10.1 Organizational Structure..............................................................................................................................10
1.10.2 What are the Organizational and Management Problems?..........................................................................12
1.10.3 What are the Solutions?...............................................................................................................................15

THY WEB 3.0 PROJECT

ORGANIZATIONAL PROBLEMS

1. Introduction to Web 3.0 Project

1.1 Needs

THY A.Os new Web Design that named Web 3.0 needs web services infrastructure. Web
services requirements are gathered by IT Business Analysts from business department.

1.2 Aim of the Project

With that Project, develop backhand side infrastructure with SOA Web Services
technology to catch the new IT trends and increasing the application performance.

1.3 Scope

Reservation Web Services

Ticketing Web Services
Check-in Web Services
Miles&Smiles Loyalty Web Services
Payment Systems Web Services
Departure & Arrival Web Services
Lost Baggage Web Services
Specialization Web Services

1.4 Project Delivery Phases

Phase

Outputs

THY WEB 3.0 PROJECT

ORGANIZATIONAL PROBLEMS

Planning,

Analyze

and

Planning

Design Phase

Project

Management

Plan

and

Attachments

Project Organization

Project Plan

Analysis:

Web Services Analysis Documents

Work Flows

Requirement List

Development:

Technical Design Document

Go Live Strategy Document

Test:

Test Strategy and Test Plans

Infrastructure:

Development and User

Acceptance Tests

Infrastructure and Design Documents

Test Scenarios

Test Results and Reports

(Ticketing , OCI ,Commercial Services,

Pricing, Loyalty, Check-In ) Applications

THY WEB 3.0 PROJECT

ORGANIZATIONAL PROBLEMS

Project Acceptance and

must be transfer to live environment.

Go To Live Environment

Maintenance
Support

and

Project Acceptance Document

Learned Lessons

Daily & Weekly & Monthly Error Reports

Bug & Fix

1.5 Techniques and Methodologies and Tools to be Use

Tools:
Project Management:

Waterfall Project Management (PMI) principles will be used on that project.

Activity list and time schedule will be followed on MS Project. Project Teams
activities will be followed by Weekly Meetings.

POTA that developed for Project Management will be used for statue reports
and tracking the overall project activities.

JIRA will be used for detailed task tracking and error tracking.

Analysis:

MS Word, MS Excel ve MS Visio

Development:

Eclipse (Java)

THY WEB 3.0 PROJECT

ORGANIZATIONAL PROBLEMS

Test:

SoapUI Pro product will be used for Web Services tests.

1.6 Project Management Integration

To manage projects Scope, Time, Quality and Cost balanced and accurately, will be held
weekly status meetings with project team.
1.7 Scope Management Plan
Project scope determined by confirmed requirements and also detailed by analysis
documents. Unconfirmed requirements shown as out of scope at scope document.

Gathering Requirements: Requirements will be gathered by Business Analysts

from business department and also they will prepare Requirement documents.
Creating Work Break Down Structure: Work Break down Structure will be
created by Project Manager and will be approved by Project Management Team.

Validate Scope: Business Department will validate scope.

Controlling the Scope: Business department and IT Project Management Team

both will control the scope.

1.8 Project Acceptance Criteria

This Projects outputs are Web services.

Each service must meet the specified functional and non-functional requirements

that determined on analysis documents.

.
All Web services are tested by test team, if all requirements that determined on
analysis documents pass on their test scenarios, product is ready to go live
environment.

THY WEB 3.0 PROJECT

ORGANIZATIONAL PROBLEMS

1.9 Work Breakdown Structure (WBS)

Work breakdown structure created by according to these functional groups,

Reservation & Ticketing

Check-in
Miles&Smiles Loyalty
Payment Systems
Departure & Arrival
Lost Baggage
Specialization

THY WEB 3.0 PROJECT

ORGANIZATIONAL PROBLEMS

THY WEB 3.0 PROJECT

ORGANIZATIONAL PROBLEMS

1.10

Project Organization

THY WEB 3.0 PROJECT

ORGANIZATIONAL PROBLEMS

THY WEB 3.0 PROJECT

ORGANIZATIONAL PROBLEMS

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Roles and descriptions are given below;

Project Team:
Project team is responsible for Analyze, Design, Development and Test processes of web
services.
Project Manager:
Project Managers responsibilities are;

Create and execute project plan

Manage day-to-day progress of project and scope
Taking the end to end delivery responsibility
Planning and executing the projects within defined time & quality & budget

constraints
Managing the internal resources within the project
Work closely with the production team during the preparation of the feature list

and offer, and follow up the project status and milestones during the production.
Monitor project risks and scope
Foresee and identify potential problems and solutions
Assist with creation and maintenance of project documentation including status
reports, project schedules, budgets and post-mortem reviews

Team Leader:
Team Leaders responsibilities are;

Manage and lead the team

Ensure deliverables are prepared to satisfy the project requirements, cost and

schedule
Provide status reporting of team activities against the program plan or schedule
Preparing and providing necessary reports to management
Reviews and contributes to the definition of functional requirements
Identifies technical options for providing operational/production support or

resolving applications or system problems

Reviews system performance and recommends approaches improving overall

performance
Participate in detailed project planning and design reviews

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Translates functional requirements into technical requirements

Reviews and analyzes software metrics such as complexity and performance
Actively participates in information sharing activities
Identifies and disseminates best practice in development and maintenance of
applications and systems
Ensures software fits within architectural framework and adheres to technology
standards

Business Analyst:
People who have deep knowledge about to create analysis document for specified web
services. After gathering detailed requirements, they arrange meetings with business
department and they have contact with them face to face to create analysis documents.
They also responsible for coordinating the specified development process.
Developer:
Design, develop and test Java based solutions using common standards and
frameworks.
Test Engineer:
The main responsibilities will be creation of test plan documents, development of test
scenarios, performing tests, analyzing test results and reporting issues to the
development teams.

Infrastructure Team Members:

They are responsible for applications all security, accessibility and performance issues.
1.10.1 Organizational Structure
As you can see below at the organizational chart, the project departments organizational
structure is flat and basically the organization is horizontally divided into functions.

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Functions are not managed by a managerial position Analysis, Development, Test and
Infrastructure subordinates are managed by team leaders. We can also basically show
the organizational structure at below;

Sponsor

Project
Manager 1

Team Leader

Team
Members
Analysis

Team Leader

Team
Members
Development

Project
Manager 2

Team Leader Team Leader

Team
Members
Test

Team
Members
Infrastructure

As you see above , the projects top management level is coordinated by one sponsor, the
Project Manager 1 who is responsible for Analysis and Development team and the Project
Manager 2 who is responsible for Test and Infrastructure team are reporting to Sponsor,
team leaders who are responsible for on their own functions are reporting to specified
Project Manager.

When we look at the structure we can easily say,

The hierarchical structure is flat ( Only Three Hierarchical Level)

Turkish Airlines Web 3.0 Project Teams organizational structure is horizontally

differentiated ( Differentiated according to functions)

Horizontal differentiation helps to company to control employees without increasing

hierarchical levels
Centralization is high and also supervision is high
The Authority to make important decisions belongs to top level managers

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Communication is generally vertical

Standardization is high
Bureaucratic cost is high
As you see the description of Project all roles responsibilities are clearly defined that

leads all persons can be held accountable

Rules, norms, standard operating procedures are using to manage project

As a result of these observations,

Functional Organizational Structure, Flat Hierarchical Level and Bureaucratic Management are
embraced by Turkish Airlines.

1.10.2 What are the Organizational and Management Problems?

Current Schedule Status of Project:

Planned Start Date:

03/02/2013

Real Start Date:

03/02/2013

Planned Finish Date:

31/12/2014

Real Finish Date:

Actual Delay:

1 Year

As my observations the problems are listed below;

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Organizational & Structural Problems

Functional structure leads communication problems , each functions has its own
dynamics and they become increasingly distant from one another
For Example: All functional dividends specialized domain, technical expertise and
their team leaders perspective are quite different from one another. A group of people
on the basis of common skills, common expertise and common interest leads
departmentalization

and as a result functions getting increasingly distant from one

another

Functional structure also leads measurement problem

For Example: Analysis team members are only to responsible for analysis
procedures, and development team is responsible for application development
processes they dont work for same aims their performance criterias are different

Horizontal differentiation leads subunit orientation problem.

For Example: A new payment system has to be developed for new system a business
analyst and a software developer assigned to tasks. Analysts task is creating the
analysis document about the new payment system, the software developers task is
just development but who cares projects quality constraint? None of them they just
doing their own businesses there arent any control mechanism and they are not
working like a team because their functional teams and team leaders are different.

Slow decision making problem

For Example: In flat organizations general expectation is decisions are taken quickly
but
in Turkish Airlines even the hierarchical level are low and structure is flat , decisions
are given after a long time period because the decision making authority only belongs
to top managers , project managers and team leaders has no authority to make
important decisions. It also leads high bureaucratic costs.

Vertical communication and centralization leads strategic problems.

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For Example: Top manager spends too much time on operational tasks and he could
not focus on long term strategy making

Bureaucratic Management Problems

Bureaucratic Management is not a choice for Turkish Airlines it is a heritage of

governmental tradition. Even the department is Information Technology, bureaucracy
reign all over the company. As all know IT departments are generally managed
without bureaucracy and strict rules but in Turkish Airlines we could not able to say
the same things about that. This management way leads Bureaupathic pathologies,
which are also shown in that Projects Organization. Lets see what they are;

Bureaupathic Behavior
Example: Team members of Web 3.0 Project just doing their jobs in specified working
hours. Working hour norms determined by human resource department and team
members like all other employees dont like overtime working even company paying
extra money for overtime. Employee just care about rules and enforcement rather
than organizational goals.

Groupthink
Example: As I told before team members cant act with their own mutual adjustment.
Their managers told them what to do and they do without questioning. Team
members are working without any motive to tell their own opinion rather the dominant
opinion.

Lack Of Personal Growth

Example: Responsibility makes people mature. Team members of the project working
with standardized. The way of management doesnt let them to grow and gain
maturity.

Mistrust, Fear for Reprisals

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Example: Centralized authority and decision making leads mistrust and fear for
reprisals. A task assigned to a team member by a project manager, so many times i
saw the assignee do not think the specified task is necessary but he/or she obey to
authority and just do what they want. They dont tell their own opinions because they
know the result is not going to be change and also they know they dont have to worry
about that they just did what the project manager said the responsibility is belongs to
him/her.

Organization Man Syndrome

Example: This is the most common pathology in Turkish Airlines. So many people do
not want to work under this conditions but Turkish Airlines gives so many fringe
benefits like free tickets, cash incentives, private health insurance etc. Like all
employees, the projects all team members do not want break ties with Turkish
Airlines.

1.10.3 What are the Solutions?

We have Organizational & Structural and Management problems.
Solution Proposal for Management Problems
Corporate Companies like Turkish Airlines generally not into winds of change. The
bureaucratic management way was became a culture of company and no one easily can
change the corporate culture. But some companies solved the issue for some departments.
For Example: Local banks are also act like a bureaucratic way but some companies also
know

IT

Departments

cannot

be

managed

effectively

under

the

bureaucratic

way.FINANSBANK set up a new company which names IBTECH.

Why did they do?
The answer is simple theyve wanted to give a chance to IT department to create their own
hierarchy and easily catch the new software management trends and the main idea increase
the effectiveness of IT Department.

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Will Setting up a new company solve all Bureaupathic pathologies?

Working for a FINANSBANK but in another brand obviously increases employees
motivation. They think their company care about IT Department much and it leads positive
opinions between employees. This strategic movement gives a chance to solving IT
Departments Bureaupathic pathologies. If Top Managers restructure the IT according to what
employees wants and how the new company catch the current trends of IT environment they
can get over all the Bureaupathic pathologies.
What about Turkish Airlines?
Like FINANSBANK example, can strongly recommend this model. Turkish Airlines did this
for TURKISH AIRLINES TECHNIC before and theyve increased the operational quality and
effectiveness. These two examples show us a great reference maybe one day we can see
THYTECH
Solution Proposal for Organizational & Structural Problems
As we talked before the projects organizational structure is look like functional structure.
Functional Structure brings out so many problems like we said in under the Organizational &
Structural Problems topic. A term Product manager is so common in IT environment and
current project management trends Project and Product managers work in harmonious thats
why I recommend restructuring the company and in my opinion Matrix structure can reduce
problems.
What Matrix Structure will provide us?
Firstly lets look how the organization look like if we restructure the project in Matrix Structure
Way;

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ANALYSIS TEAM

DEVELOPMENT TEAM

TEST TEAM

INFRASTURUCTURE TEAM

What I did for restructuring the organization;

Previous structure we got 4 functional level but only two project managers. As we know
project has 4 constraints;

Scope
Time
Cost
Quality

I have divided Project Management responsibilities according to these constraints and the
new structure has 4 project managers.
Previous structure functional levels have managed by team leader position, at the new
structure all functions are represented by product managers.
At a result of transferring the core competences Functional to Matrix Structure;

This structure will reduce functional barriers and subunit orientation

Middle level managers who are at the scene of the action , now can make important
decisions, and top managers can focus on strategy making

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Bureaucratic costs will decrease and decision making will getting faster with this

structure
In the previous structure all functions are so close from one another in this structure

they will work as a team.

This structure helps to company to maximize use of professionals
Professionals has a career opportunity, they can be transfer from team A to B easily
All teams are work under the projects success constraints; this is going to lead

organizational success.
Lacks of control and authority give chance to employees use their own mutual

judgments.
Team members can learn project management activities and they also feel a part of
projects life cycle.

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