Project management organization structures

In the pursuit to deliver the best completed project, the initiative to utilize a specific project management organizational structures are the key for successful deliverables. The determination to reaching the set goals outlined in the project scope provides the method of which project management organizational structure is required. The chosen methodology approach to project management organizational structure depends on the type of the parent company’s organization preferred method.

The selection of the project management organizational structures is functional, pure-project, and matrix form of completing a project that infuses the interface to the parent organization (Fleming and Koppelman, 2006). The project structures are unique in its ability to tap into the certain areas that are necessary to complete deliverables and identify dependencies. In the analysis, a review of the structures is identified and each unique characteristic to conclude which option is warranted depending on the project and organization.

The analysis will outline on the importance of a competent Project Manager (PM) that understands the processes involved to each area of focused structure. The knowledge of the PM on the advantages and disadvantages of each structure provide the goals of the project to be achieved due to the limitation of each structure. The Project Manager knowledge on the limitations provides understandings on the detail ranges for adaptability on each structure to complete the project.

In addition, the structures all have the determination to render the desired results of the Project Manager especially when the mastery to utilize the positives is accomplished. The goal for the Project Manager is to deliver the successful deliverable to senior management for the stakeholder and using the right structure gets the objective done. Therefore, the fundamental focus is being able to access the requirements of the parent organization policy and then proactively solidify project management principles accordingly.

Comparison on The Three Primary Project Management Organizational Structures Functional Organization The unique approach of the functional organization can be identified when the project is to remove the old machine and install a new production machine in an operating production line within a strict timeframe. In regards to a functional organization, the Project Manager will initiate the project from the manufacturing division due to the location of a production system.

The Project Manager will be able to assembly the details needed for the completion of the project and information related to the scope of the project for initiating of the team (Williams, 2008). Therefore, the Project Manager level of success is greater due to the functionally organized projects that are linked in the functional department group when the project will be used. This approach enhances the aspects for a successful delivery of the deliverables compared to pure-projects due to the advantage of having scheduling efficiency.

The benefit of linking the project team within the department that needs the completion of the product provides limited project risks due to availability of staff members. The fractional resources problem is minimal for the potential high personnel costs that occur with pure-projects due to availability of assigning people within unit on a part-time basis. These measures are efficient by not being dependent on securing other individuals from other departments that will limit productions in other areas within the functional organization.

Therefore, the flexibility of the fractional resources proven to be an asset during the initiation of the project process – that stays in line with the parent organization framework. The communication model implemented is the certainly of directives and openness between the project team members and the project client. The difficulties with the functional communication model are the ability to gain timely technical, marketing or other department assistance when an issue arise causing cost overruns.

Therefore, the functional communication model is slower and tortuous due to often of times needing to tap into the other departments compared to pure-project that is short rapid messages back and forth. The channel of command within the functional organization creates additional delays when messages are not to be sent outside division without approve of senior management. Mainly, the reason of functional organization, for instance, the manufacturing department is to produce the product and then send the deliverable to the marketing division to effectively sell the product.