Skip Nav

Project Management Organizational Structures Paper

Primary Project Management Organizational Structures

❶One of the advantages is the flexibility and staff contributions. As a result, the project managers can anyone from department head to senior corporate manager.

Functional

How to cite this page


Each department is staffed with the appropriate employees. Engineers stay in the engineering department and human resources stay in HR. It is a very clear cut method to keep the right people in the right place doing the job they are suited to do. The one downside to this structure is that there is very little communication between the different divisions.

If there is an urgent change that needs to be done, it is very likely that all the divisions would be able to react at the same time. A functional structure is best suited for a producer of standardized goods and services in large volumes at low costs.

Every department knows what it needs to do and how to do it. Let the divisions work on their specific tasks is basically the motto of this structure. The next structure to discuss is the matrix structure. In a matrix structure, employees are grouped based on function and product. The employees are selected based on strengths and weaknesses so that the entire group can cover for each other and form an effective team with all its bases covered.

Individuals are chosen according to the needs to of the project and the project managers of each group are directly responsible for completing the project within the agreed upon deadline and budget. There are downsides however. Since every group has its own project manager, there can sometimes be a conflict between them over the allocation of resources.

One group might need more money or time to finish their tasks, but that would leave the other groups with less to work with. Also, the independence granted to each of the groups can make it difficult to monitor them all if the need arises. Lastly, costs can increase exponentially if each group has more and more managers and sub managers.

The last structure is pure project which gives the project manager total control over the project they oversee. Simply put, a pure project organization might also be termed a task force.

In the case of a pure project, the leader of this task force would have to be given total authority for a limited period to solve a particular problem. The pure project structure offers powerful advantages of clear project authority, access to special expertise, project focus and priority.

This also simplifies project communications since all messages and concerns are taken directly to the leader for them to look over and decide upon. The disadvantages, on the other hand, include a duplication of effort, intercompany rivalries, uncertain reintegration of resources and unclear motivations and loyalties.

Each department is in charge of completing their portion of the work and reporting to the department managers. Functional structure project has both advantages and disadvantages.

One of the advantages is the flexibility and staff contributions. Employees are switched back and forth between projects. The department will be able to provide professional and technical personnel and after completion of the work it can go back to his original work.

The disadvantage is that this structure is not very effective when used on more complex projects. The individual accountability is not recognized. An other disadvantages the focus is not set on the client it is focused on activities rather than function, slow responses , lack of interest and motivation in certain areas, and difficulties in communicating. The matrix structure is a combination of both the functional and pure project organizational structures.

The matrix structure was evolved from the flaws of the functional and pure project structures. In the matrix structure, functional managers and project managers have the equal powers. Since both functional and project manager are equal the staff generally works under two bosses. This structure works well when more than one project is being coordinated.

The advantage of the matrix structure is the highly skilled and capable resources can be shared between the functional units and important strategic projects. An other advantage is that efficiency is higher. A disadvantage is that staff has to report to two bosses, which can add confusion, and conflicts may arise since both bosses have equal authority and power. The disadvantages of the Matrix structure include balancing out who is in charge of the project, failure of project due to lack of negotiating skills, and balancing time, cost, and performance.

The pure project structure dedicates it resources and self-contained staff to work full time on the project. Pure project structure is mostly used on complex projects since it strongly focuses on the work and completing the project.

This structure reacts rapidly to the needs of clients contrary to those in the functional organizational structure. In this structure each project manager is appointed and is responsible to conduct all responsibility associated with the project. Lean Project Management Lean project management focuses on minimizing waste while completing the project. This model was derived from lean manufacturing techniques, and the basic concept is that projects that complete with less waste are more efficient and therefore more profitable.

This is an increasingly desirable model in a society where minimizing carbon footprints and environmental impacts are prominently advertised as a marketing strategy. Extreme Project Management It is common for a company to manage multiple projects at once. Project management models based on critical chain management techniques do not work well when multiple projects are being managed simultaneously.

It becomes too difficult to compare critical chain tasks from different projects and assign priorities when multiple projects are being conducted. Extreme Project Management is designed specifically for complex and uncertain projects, and it deals with the complexities of prioritizing phases of unrelated projects well. It is a very open, flexible model that focuses primarily on motivating human resources allocated to a project.

These are just a few examples of the many models, that have been developed for project management structures paper. The model that is most suitable to a particular project will depend upon the type of project, the particular project constraints, the environment in which the project will be performed and the required project outcome. Project Management Organizational Structures Paper Project management is the broad process of organizing and controlling resources to achieve a specific project outcome.


Main Topics

Privacy Policy

The functional organization structure is the most common type of project management organizational structure. It works best in small organizations where all the sections are geographically close together and provide a small number of goods and/or services.

Privacy FAQs

Organizational Structures Paper There are various organizational structures, however the most predominant in project management are: functional, matrix, and pure project. Organizational structures, refers to the way in which project groups within an organization are structured. Organizational.

About Our Ads

Introduction. At the start of every project, it is important to select the organization structure. There are three organizational structures the functional, matrix, and pure project structures. Project Management Organizational Structures Paper Project management is the broad process of organizing and controlling resources to achieve a specific project outcome. Different types of projects will have quite different outcome expectations, and the resources involved in various types of project management will differ greatly.

Cookie Info

A project organization is a structure that facilitates the coordination and implementation of project activities. Its main incentive is to create an. Project Management Organizational Structures Paper A project organization is a structure that facilitates the coordination and implementation of project activities. Its main incentive is to create an environment that encourages interactions among the project personnel with a minimum amount of distractions, overlaps and conflicts.