project management team structure

EQ�8��3��cu�Ψ�x���O��]�$���o~����y�����g���Z��; �� �͘(X�~����R�•�\C_@�, yh����W{�b{��w,Y�������]�b��&��x ���E�m�[~;@�M8_q;vX�G�/��׾rݍg�i9����[�ja�͕�F���:V���!��|�w_׺r���T*��w�Z���O���c͢�6� ��t@���$ ��B�8-¹��'�@ 2�. %%EOF The organizational structure has a major influence on the execution of the project. Project team members are the individuals who actively work on one or more phases of the project. hޔU�n�0}�W��V�d��֤ٚM� �[��A�&i�t�!����H�vb׽!��9G$E�E(�"��eJXTb�/e}'��o���B(P@�e�(���%��=�JpA'I42�*�h ��0���P�~� ���T�+����@�R�s���bq�_3����L�)�HH �),/V*V��Y*>/7��|[i�Jd�jRˏ#�Z�ы��Ck�A (�b|6[�ŪXw�p]�>�Q�ֽ= O��l��3�.7��M[΂���j�吂$�^���a�}(�����D�1��?ʽ���TR�U Need a refresher on Agile? 0000003532 00000 n The project sponsor is your advocate at the highest level, working with you more closely than anyone else in the senior management team. 0000031276 00000 n �-��1!o��7!�� '� And aligning your team is all about communication–communicating the project goals, communicating stakeholder requests, communicating the rationale behind big decisions…the list goes on. 0000020396 00000 n 0 Working this way can be expensive, though. Picture the project team as its own department with the project manager as its leader. Team members may not have a job at the end of the project, The project timeline can be more aggressive since resources are fully focused, Project managers are often responsible for managing the transition back to non-project work after delivery, There’s no conflict between project work and business-as-usual, Because resources are dedicated, companies must work on fewer projects at a time, It’s easier for the project manager to schedule work because they don’t need to account for non-project work, Creating a team culture is easiest in this structure, There’s less disruption because team members continue working in their regular jobs, It can be difficult getting help from other departments, The project may be more aligned with company priorities, Business-as-usual work may slow progress on project work, The project team has deep expertise in their subject, Since the functional manager holds the authority, routine work likely takes priority over project completion, Team members have already worked together and know each other, Project results may be skewed towards a single point of view because idea-sharing across departments is limited, Resource allocation is clear — you know exactly what you have and don’t have, Project managers may struggle to meet expectations without authority to make some decisions, Success is very visible, so it opens paths for advancement, HR issues are probably handled by the functional manager, not the PM, There may be some competition for resources between project needs and business-as-usual needs, Resources can be allocated as needed and team size can be scaled up or down at any time, Team members might be less productive as they try to split their time between multiple demands, There’s less disruption to business as usual, This structure may create a feeling of competition between managers, Team members get a chance to showcase their skills and earn recognition, Team members may feel that they are stretched too thin to the point where morale is affected, Ideas can be easily shared across departments, Communication issues can arise when multiple PMs and functional managers have different priorities, It’s possible to work on many projects at the same time despite limited resources, It’s harder to build a team culture when people share time between many projects, Multiple departments are invested in the success of the project. They may be in-house staff or external consultants, working on the project on a full-time or part-time basis. 95 20 Project Team Member. The Project Management Structures www.pm4dev.com THE PROJECT ORGANIZATION STRUCTURE A project organization is a structure that facilitates the coordination and implementation of project activities. trailer Dedicated teams can produce stellar results, Dedicated teams take resources away from business-as-usual functions. They present your progress to the senior management and are responsible, with you, for the success or otherwise of the project. *�K�kΚ��m�&;2C��_ �l����akhU��ސ�u�— ��sFc����*:�� ���� Project management organizational structure works well for companies that have enough resources to dedicate an entire team to a single project. This structure gives project managers the most authority. 0000002732 00000 n 0000020187 00000 n 0000014969 00000 n This is expensive, Because the project manager is the decision-maker, results are driven by project needs. h�b```"N�Ad`e`�sq��5004.z� !�C@�#�I�I���A���A��]�����*�y��� aV`S�K��I�����aHh����& #$��'�)0tb����&J��I��}��d�PQ��{@) ._ŐД`�PqDdb���zL�B��PQ ��"']S�2��N�6���]�rQ%묈G�Q��Ve�s:c�� �!@? It ensures the delivery of a product or service within a limited budget and in the schedule. endstream endobj 107 0 obj <>stream �,B?t���,�'د�*�~��� ���VJ�{A���w�e0W������7faN���H��� >d��O� ׇjs Project Managers have considerable authority over the project in this organzational structure. 0000002126 00000 n There’s less noise from other business needs to influence the end result, Depending on the length of the project, companies may need to backfill positions. �����d8�W�`N}g��h3Fv\�1���t�e�)?�ޅ�T�K[Z����S���1��Y��=e�X��S� ���e�����dt6�]C\VҖ�U��!��������_��1�[��� �Q !>}}��?�ЁTϴ�^r�N�LO�����t2����)�)W�b�PQ��I��01֛��T}m�M�O���U�(����ve~��w'A�/���� ͡$ڶ�( ��Є�zc{�l�ohU�Ox���\��]=1�,�� ����զl�Pyu�ή�I�e�����w:��a��E���. 0000004294 00000 n Project organizational structure: teams are created based on the project’s needs, and the project manager has ultimate authority (e.g. xref endstream endobj 96 0 obj <> endobj 97 0 obj <> endobj 98 0 obj <>/Font<>/ProcSet[/PDF/Text/ImageC]/XObject<>>> endobj 99 0 obj <> endobj 100 0 obj <> endobj 101 0 obj <> endobj 102 0 obj <> endobj 103 0 obj <> endobj 104 0 obj <>stream

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