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Project Management Structures A project management system- provides a framework for launching and implementing project activities within a parent organization. A good system appropriately balances the needs of both the parent organization and the project by defining the interface between the project and parent organization in terms of authority, allocation of resources, and eventual integration of project outcomes into mainstream operations. Functional Organization Projects = manage them within the existing functional hierarchy of the organization. Once management decides to implement a project, the different segments of the project are delegated to the respective functional units with each unit responsible for completing its segment of the project. Coordination is maintained through normal management channels commonly used when, given the nature of the project, one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project. Under these circumstances,a high-ranking manager in that area is given the responsibility of coordinating the project. 1.No change.There is no radical alteration in the designand operation of the parent organization. 2.Flexibility. Appropriate specialists in differentfunctional units can temporarily be assigned to work on the project and then return to their normal work. With a broad base of technical personnel available within each functional department, people can be switched 3.In-depth expertise.If the scope of the project isnarrow and the proper functional unit is assigned primary responsibility, then in-depth expertise can be brought to bear on the most crucial aspects of the project. 4.Easy post-project transition.Normal career pathswithin a functional division are maintained. While specialists can make significant contributions to projects, their functional field is their professional home and the focus of their professional growth and advancement. dedicated project team. 1. What are the relative advantages and disadvantages of the functional, matrix, and dedicated team approaches to managing projects? The Functional Approach Disadvantages : The Matrix Approach Disadvantages : The Dedicated Team Approach Disadvantages : The most distinguishing characteristic between a weak and strong matrix is : the relative influence the project manager has over project participants and functional managers. In a weak matrix the project manager role is limited to coordinating project activities. The functional managers are responsible for
managing their segment of the project. The project manager has little formal authority over the project. In a strong matrix, the project manager controls most aspects of the project including design trade-offs and assignment of project personnel. The functional managers are responsible for supporting project completion. A project manager in the weak matrix is not likely to be involved in performance appraisals and compensation decisions while project managers in a strong
matrix would. Both structures can be quite effective. The strong matrix would be recommended when the organization cannot afford to have people work full-time on the project and when the culture of the organization supports the dual authority structure. Dedicated project teams are recommended when speed is essential to success
and there is not enough project work to warrant a formal matrix structure. Dedicated project teams are also recommended when the prevalent culture within the organization does not support collaboration and innovation. POs support effective project management by:
It should be noted that the extent to which a PO performs the above functions will vary from one organization to the next. 5. Why is it important to assess the culture of an organization before deciding what project management structure should be used to complete a project?The culture of the organization can impact the effectiveness of different project management structures. Organizational cultures that do not encourage teamwork, collaboration, and cross-functional integration need a stronger project management structure (i.e., project team, project matrix) to be successful. 6. Other than culture what other organizational factors should be used to determine which project management structure should be used?The two major considerations are the percentage of core work that involves projects and resource availability. Organizations, whose main business evolves around projects, should consider a projectized form of structure. Organizations that have mainstream operations and projects should use a matrix structure. When resource availability is limited then a matrix structure should be used that allows sharing personnel across projects and operations. 7. What do you believe is more important for successfully completing a project – the formal project management structure or the culture of the parent organization?Both are important and an argument can be made for either structure or culture. The bias of the authors is that culture is more important than structure since it more directly impacts behavior. A positive organizational culture can compensate for the inherent weaknesses of the formal structure. For example a functional or matrix structure can be effective if the norms and customs of the organization value teamwork and effective problem-solving. Conversely, a functional or matrix structure is likely to be disastrous in a negative culture that encourages competition and looking out only for yourself. Alternatively, one could argue that an organization can circumvent a negative culture by creating an independent project team or a strong project matrix. In either case, the strategy is to insulate the project team from the dominant organizational culture and create a unique project subculture. Which project teams operate as units separate from the rest of the parent organization?At the other end of the organizational structure spectrum is the creation of dedicated project teams. These teams operate as separate units from the rest of the parent organization. Usually a full-time project manager is designated to pull together a core group of specialists who work full time on the project.
What is a project team in an organization?The project team is the group of people responsible for executing the tasks and producing deliverables outlined in the project plan and schedule, as directed by the project manager, at whatever level of effort or participation defined for them.
What are the main responsibilities of project teams?Responsibilities. Solve project objectives.. Complete tasks in areas of expertise.. Deliver project responsibilities within deadlines.. Communicate with project lead on roadblocks.. Document progress, setbacks, and new processes.. What are the teams in a project?A project team is a group of individuals who are working on a shared project together, with shared goals and objectives. Everyone on the project team has a responsibility to perform their tasks and contribute to the success of the project.
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