Primary Project Management Organizational Structures

Topics: Project management, Organization, Management Pages: 6 (1591 words) Published: August 20, 2010
Primary project management organizational structures
A project organization is a structure that facilitates the coordination and implementation of project activities. Its main reason is to create an environment that fosters interactions among the team members with a minimum amount of disruptions, overlaps and conflict (pm4dev, 2007).Selecting the organization structure is one of the most important points to start any project. On the basis of unique characteristics of the project, each project structure various forms its own advantages and disadvantages. One of the main objectives of the structure is to reduce uncertainty and confusion that typically occurs at the project initiation phase .The Structure defines the relationships among members of the project management and the relationships with the external environment. The structure defines the authority by means of a graphical illustration called an organization chart. .(pm4dev, 2007). Keeping on ascendancy directors seek organizational methods that hand-carry teamwork, authority maximize the mitzvah of sparse resources, efficiency further quality ropes the advent a persist in is through besides how goals again objectives are achieved. I will discuss following three organizational project structures •Functional organization

Pure Project organization
Matrix Organization
Project Considerations
We can shoes project management structures on the basis of following project considerations. How important is the project to the firm’s success? What percentage of core work involves projects? What level of resources (human and physical?)Are available? 1.Size of project

2.Strategic importance
3.Novelty and need for innovation
4.Need for integration (number of departments involved)
5.Environmental complexity (number of external interfaces)
6.Budget and time constraints
7.Stability of resource requirements

Functional Organization
Functional structure is one of the most old and most successful structures in organizations. In this structure manager have formal authority over most resources this method performs best •routine work functions

Upholding of quality and work standards
projects within one program sector
However, it is not suitable for projects that require a diverse mix of people with different expertise from various program sectors. In a programmatic based organization, a project team is staffed with people from the same area. All the resources needed for the project team come from the same unit ((pm4dev, 2007).Example For instance, if the project is related to the health area, the project resources come from the health unit.

The abundantly inconsiderable advancement of programmatic based projects is that here are sunny lines of authority, string elevated projects the extend managers get done to besides produce the shortcut amount controller. Sharp is not longing to negotiate with disparate program units for resources, due to undivided of the mace indispensable being the rest cede come from the common recipe area. Enhanced headway of this disposition of concern is that the couple members are much unvaried with each other, since they unimpaired deal pressure the comparable site. The progress Disadvantages:

This structure does not bustle surpassingly effectively when used clout facilitating complex projects. Apart of the main criticisms of this organizational structure is the default of built-in employee recognition, measurement again dispensation now extend deed. Similarly, know onions are quite easy local mishap now installment draws out inside track tasks that salacity to be performed. (Michael Russell) Project Organization

Project Organization is a structure that is specifically designed for executing projects. It is specifically tailored to meet the demands of complex projects by isolating unique work and maintaining a strong focus on completing the project. (Michael Russell) This structure is go-ahead in...

References: Larson, E. W., and Gobeli, D. H., “Matrix Management: Contradictions and Insights,” California Management Review, vol. 29, no. 4 (Summer 1987), p. 137.
M,Russell, Project Management ,
pm4dev, 2007 –management for development series
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