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Project Management Organizational Structures

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Cover the basics of PM Organizational Structures (functional, projectized, and matrix).

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Project Management Organizational Structures

  1. 1. Project Management Organizational Structures
  2. 2. Functional Organization Projectized Organizatio n Matrix Organization Weak Matrix Balanced Matrix Strong Matrix Functional Manager Authority Project Manager Authority Project Management Organizational Structures
  3. 3. Functional Organization Projectized Organizatio n Matrix Organization Weak Matrix Balanced Matrix Strong Matrix Functional Manager Authority Project Manager Authority Project Management Organizational Structures
  4. 4. Functional Organization Functional Manager C-Level Execs Staff Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Staff Staff
  5. 5. Functional Organization Functional Manager C-Level Execs Staff Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Staff Staff “Project Manager”
  6. 6. Functional Organization Projectized Organizatio n Matrix Organization Weak Matrix Balanced Matrix Strong Matrix Functional Manager Authority Project Manager Authority Project Management Organizational Structures
  7. 7. Projectized Organization Project Manager Project ManagerProject Manager C-Level Execs Staff Staff Staff Staff Staff Staff Staff Staff Staff
  8. 8. Projectized Organization Project Manager Project ManagerProject Manager C-Level Execs Staff Staff Staff Staff Staff Staff Staff Staff Staff Functional Manager
  9. 9. Functional Organization Projectized Organizatio n Matrix Organization Weak Matrix Balanced Matrix Strong Matrix Functional Manager Authority Project Manager Authority Project Management Organizational Structures
  10. 10. Matrix Organization Weak Matrix Balanced Matrix Strong Matrix Functional Manager Authority Project Manager Authority
  11. 11. Matrix Organization Weak Matrix Balanced Matrix Strong Matrix Functional Manager Authority Project Manager Authority
  12. 12. Weak Matrix Functional Manager C-Level Execs Staff Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Staff Staff “Project Manager”
  13. 13. Matrix Organization Weak Matrix Balanced Matrix Strong Matrix Functional Manager Authority Project Manager Authority
  14. 14. Functional Manager C-Level Execs Staff Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Staff Staff Project Manager Balanced Matrix
  15. 15. Matrix Organization Weak Matrix Balanced Matrix Strong Matrix Functional Manager Authority Project Manager Authority
  16. 16. Functional Manager C-Level Execs Staff Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Staff Staff Project Manager Strong Matrix Project Manager Project Manager PMO Director
  17. 17. Functional Organization Projectized Organizatio n Matrix Organization Weak Matrix Balanced Matrix Strong Matrix Functional Manager Authority Project Manager Authority Project Management Organizational Structures
  18. 18. Empirical research suggests that the Strong Matrix“ and „Project-Based teams/ Org modes are the most effective means of undertaking projects Functional Organization Weak Matrix Balanced Matrix Strong Matrix Project Team/Org Very Ineffective Ineffective Effective Very Effective Construction New Product Clifford F. Gray / Erik W. Larson, Project Management: The Managerial Process, 2. ed., 2003, p. 71 Empirical Findings: Effectiveness of Project Organization Forms
  19. 19. Functional Organization Projectized Organizatio n Matrix Organization Weak Matrix Balanced Matrix Strong Matrix Functional Manager Authority Project Manager Authority Project Management Organizational Structures
  20. 20. Dedicated Project Team Project Manager Staff Staff Staff Staff Staff Staff Functional Manager C-Level Execs Staff Functional Manager Functional Manager Staff Staff Staff Staff Staff Staff Staff Staff
  21. 21. Project Performance and Organizational Form (Meeting Schedule) Erik W. Larson & David H. Gobeli examined the performance of different organizational structures with regard to the schedule, cost and technical performance of 540 development projects in 1987-88. The industries represented in the survey were pharmaceuticals, aero-space, computer and data processing products, telecommunications, medical instruments, glass products, petrochemical products, software development and household goods.
  22. 22. Project Performance and Organizational Form (Controlling Cost) Erik W. Larson & David H. Gobeli examined the performance of different organizational structures with regard to the schedule, cost and technical performance of 540 development projects in 1987-88. The industries represented in the survey were pharmaceuticals, aero-space, computer and data processing products, telecommunications, medical instruments, glass products, petrochemical products, software development and household goods.
  23. 23. Project Performance and Organizational Form (Technical Performance) Erik W. Larson & David H. Gobeli examined the performance of different organizational structures with regard to the schedule, cost and technical performance of 540 development projects in 1987-88. The industries represented in the survey were pharmaceuticals, aero-space, computer and data processing products, telecommunications, medical instruments, glass products, petrochemical products, software development and household goods.
  24. 24. Functional Organization Projectized Organizatio n Matrix Organization Weak Matrix Balanced Matrix Strong Matrix Functional Manager Authority Project Manager Authority Project Management Organizational Structures

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