Project Management Organizational Structures Essay

A series of related jobs that be focalizeed toward a major solution is a tolerate. regorges take time, m angiotensin-converting enzymey, people, and opposite resources to perform successfully. puke management usually controls these resources as well as planning the confuse and allocating resources where needed. Before a go steady is started, management finds which organisational expression go out be employ to run the lying-in. at that place be three organisational social anatomical structures that can be chosen from consisting of the Functional, Matrix, and uncontaminated Project structures.Each of these has their advantages and disadvantages in structuring a retch. Project theater directors are in rosiness of initiating, planning, executing, controlling and gag rule the understand. Prior to beginning a project the manager needs to decide which organisational structure is the shell fit to run the project at hand. Choosing which organisational structure to use largely depends on the size of the company, what is assay to be accomplished, and what resources are available. This paper will examine the three capital faceal structures mentioned above and the situation in which separately structure would be the best method to manage a project team.In the operating(a) project management organizational structure, the project is assigned to the utilitarian unit of measurement that has the most amour in ensuring its success or can be most helpful in implementing it (Mantel & Meredith, 2006). This organizational structure has been considerably one of the oldest methods used however, remains one of the most successful. The structural method is best used when applied to routine written report functions and to support the value of work standards. Under this organizational structure projects are usually assigned into 2 different ways consisting of assigning a project to a operable manager who coordinates with others to contribute or assigning the project to different departments who each complete their portion of the work and report to the department managers. Consequently, organizational expression is important because the functional employees at the interface position find themselves report to more than one boss, a line manager assigned to control resources and a project manager for each project they are assigned to (Kerzner, 2006).The functional structure has both advantages and disadvantages. Advantages include a higher flexibility in using the staff through other requiredcontributions, employees may be switched back and forth between related projects, individuals may be sort for a larger depth of knowledge, the functional division serves as a base of continuity in the event an individual chooses to withdraw from the project, and the functional field serves as a huge advancement to those who have remained with a the project through a successful completion (Mantel & Meredith, 2006).On the antonym, this structure is not genuinely effective when used on more interlinking projects and when viewing employee recognition. The individual accountability of tasks is hardly recognized for tasks being performed on an individual basis. Other disadvantages recognized amongst the functional project management organizational structure include the focus not being set on the client, focusing more on activities versus function, slow responses to client needs, lack of inte easiness and motivation in certain areas to the assigned projects, and difficulties in communicating knowledge. identical the functional organizational structure of project management, the everlasting(a) Project structure also has its unique advantages and disadvantages. This structure allows the project to be separated from the rest of the parent system becoming a self contained unit with its stimulate staff, administration, and tying to the parent firm through periodic progress reports and concern (Mantel & Meredith, 2006). Advantage s to using this organizational structure include full authority to the project manager who is project director, shortened lines of communication, strong and separate identities of the project team, the ataraxis of understanding pure project organizations, and the main focus on fall project versus optimized subsystems as focused by other organizational structures.The perfect(a) Project structure is effective in dedicating resources through the lifespan of a project. This method is excellent in executing complex projects in that it meets the demands of the project by isolating unique work and maintaining a strong focus on completing the project (Russell, 2008). This structure reacts rapidly to the needs of clients contrary to those in the functional organizational structure. This Pure Project structures inefficiencies include the transfers in technology and the use of resources, which are provided through the life of the project as well as duplicationsof effort, fostering of incon sistencies, and the project fetching on a life of its own.The Matrix organizational structure of project management is much a combination of both the functional and Pure Project organizational structures. This project management structure evolved from the flaws in the other two structures previously discussed. Being combined of the other two organizational structure of project management, the Matrix structure can take on a large assortment of specific forms. This structure works very well when several projects are being coordinated at once. depraved to the best components combined from the other two organizational structures of functional and Pure Project are the disadvantages of the Matrix structure consisting of conflicts. Having individual employees to report to at least two managers often leads to ambiguity and conflict which in turn over could be avoided through proper communication (Russell, 2008). Much of the criticisms of this Matrix structure include the dark side of its advantages for balancing out who is in charge of the project, failure of project due to lack of negotiating skills, the severity of shutting charge a project because of the projects individual identities, and balancing time, cost, and performance.There is not one organizational structure better than the other. Each organizational structure has its advantages and disadvantages. The decision rests on what project the manager is trying to accomplish. The project manager needs to decide which organizational structure best suits that project. The project manager needs to assess the available resources, finances, and keep in object the timeframe that has been assigned to the project. In order for the project to be successful, the project manager must compare the organizational structures in order to decide which would be the most suitable.In conclusion, organizational structures are never stagnant and oftentimes change based on the needs and the strategy that is employed by the organiz ation. Organizational strategies dictate the structures that can be used by the organization and the success that these structures will have inthe improvement of the productivity of the workforce in the organization. Any structure ultimately is used to improve the mien by which organizations report and communicate with the other elements within the organization. Organizational structures, rules and regulations, are generally viewed as instruments set in place to facilitate and help task performance by all those involved in the organization. receivable to the effectiveness of the project, the Functional organization, Pure Project organization, and Matrix organization are the three most project management structures that are still used today.ReferencesKerzner, H. (2006). Project Management A systems approach to planning, scheduling, and controlling. (9th ed.). Hoboken, NJ John Wiley & Sons, Inc.Mantel, S.J. & Meredith, J.R. (2006). Project Management A managerial approach. (6th ed. ). Hoboken, NJ John Wiley & Sons, Inc.Russell, M. (2008). Organizational structures in project management. Ezine articles. Retrieved August 01, 2008 from http//ezinearticles.com/?Organizational-Structures-In-Project-Management.