There are three main types of project management structures: functional organization, project team, and matrix organization. Each has advantages and disadvantages related to coordination, resource allocation, integration, and completion time. A matrix structure attempts to balance functional reporting with project management by having personnel report to both functional and project managers, but this can potentially lead to conflicts over priorities and resources.
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There are three main types of project management structures: functional organization, project team, and matrix organization. Each has advantages and disadvantages related to coordination, resource allocation, integration, and completion time. A matrix structure attempts to balance functional reporting with project management by having personnel report to both functional and project managers, but this can potentially lead to conflicts over priorities and resources.
1. Projects in Different segment of the A. No change in A. Secondary
Functional project is delegated to functional structure importance is given to Organisation different functional unit of of the organisation. projects having less the existing functional B. Flexibility in the priority for a functional hierarchy of a use of staff unit organisation. Each unit C. If scope of the B. Poor integration responsible for completing project is narrow; in across functional unit its segment depth expertise can C. Take longer time to be brought. complete the projects D Specialist can due to slow response maintain normal time career path within the D. Projects may be seen functional division as additional burden so commitment is low
2. Project Independent project teams A. Functional A. expensive as
Team usually with a full time organisation remain resources are assigned in project manager who pull intact with the full time basis a core group of specialists project team B. Divisiveness may who work full time in a B. Projects get done occur between Project project fast as specialist, team and parent without any other organisation obligations, give C. internal strife between their full attention it Project team and parent C. Higher level of organisation results in cohesiveness as limited technological participants share expertise for a project common goal D. Participants may face D. Cross functional difficult post project integration is high as transition due to recent they work close development in the together functional area in their absence 3. Matrix A. Weak Project Manager has A. Efficient resource A. Conflict in different Organisation Matrix indirect authority and allocation is possible. issues can engender Structure monitored the project. Individual may work animosity among ( this system Functional Managers across different functional and project usually has decide who will and when project on need basis. managers two chains of to complete it B. Presence of B. Scarce resources may commands, Project Manager decide formal project result in infighting B. one along manager helps in among project managers Balanced what need to be coordinating functional line accomplished and as they are concerned and other Matrix functions of different with their own projects Functional Manager along Project decide how it will be done. unit C. It is stressful for line. They jointly approve C. Post project participants to report to Participants decisions transaction becomes different bosses- report easy as specialist Functional Head and 1 or C. Strong Mostly Project Manager simultaneously maintain ties with more Project Head Matrix controls the project their functional to both.) D. Project may slow including its scope and group down as agreements participant assignment. D.Flexible utilization forged between different Functional Manger is of resource and functional groups take consulted on need basis expertise is possible time