Project based organisations

Revision as of 15:31, 4 May 2023

Introduction

In recent years more and more industries are moving towards project based approaches ^[1]. The traditional way of organizing development is rigid in its structures leading to problems in execution of new and innovative initiatives. This is because the organizational structures inhibits the flexibility necessary to develop in a dynamic environment, and inhibits the flexible nature of projects ^[2]. This has lead researchers and practitioners to looking at ways of organizing in a more flexible manner; projects. The film industry is a classic example of an industry that has historically been working more of less purely project based; a Project Based Organization ^{[1] [3]}. This way of working has reached increased attention in other industries in the last couple of decades, where Michael Hobday's work on Project based organisations^[4] has been a key source of inspiration for many researchers to build on ^{[3] [5] [6][7][8][9]}. This article will focus the Project Based Organisation5 comparing it to the traditional functional organization.

This article will give an overview of Project Based Organizations (PBO's), mainly focusing on the engineering industry. The article will first present the big idea; the characteristics of PBO's and how they solve the problems that occur in the traditional organizational structures, including an overview of the PBO and traditional functional organization structures and perspectives on how Project, Program and Portfolio management relates to the PBO. It will present an application of the PBO; what strategies exist for transforming organizations and which steps to take to enhance the specific values that a PBO structure brings. lastly the article will present the limitations of PBO's, both giving an overview of the limitations inherent to the PBO, as well as limitations in application.

Big Idea

What are Project based organizations?

The Project Based Organization is an organizational form that attempts to create a structure that favors the dynamic and flexible environment of projects.^[2] To better be able to understand the project based organization an introduction of its opposite; the traditional functional organization, is necessary.

The functional organization

The traditional functional organization, is structured in departments or functional units each specialized within a certain domain. Classical examples of these functional units or departments are; R&D, Finance, Marketing etc.. ^[10] The structure of the functional organization is illustrated in figure X, where it can be seen that the departments all run parallel to each other with no links in between. Each department refers to the Senior management, who are in charge of creating the objectives of the organizations vision and strategy. ^{[2] [10]} The functional managers thus have to make sure that initiatives within their department align with these to keep the support of Senior Management.^[11] This is done through structured documenting practices and well defined formal procedures, such as reporting.

The structure of parallel running departments in the traditional organizations creates silo systems, that makes this type of organization well suited for repetitive operations with small incremental changes. However the structure becomes problematic if the organization introduces a higher rate of projects. This is because there is little range for flexibility or cross domain collaboration in such silo structures. A project manager in such an organizational structure would in the hierarchy be under a head of department. If the project needs collaboration across departments, the manager would have to refer to, and ask permission from all department managers when making decisions. This creates high control for the head of departments yet low control for the project manager, leading to problems in project progress due to low flexibility and authority. It leads to poor communication for the project manager internally with their team and with external partners, because the PM can rarely answer questions without having the decision accepted by each department manager. For the above mentioned reasons it becomes difficult to execute innovative and experimenting initiatives or projects that need competences across specializations in a functional organization.

The Project based organization, attempts to solve these issues of cross collaboration and flexibility, which have arisen in the last decades with the higher project focus that has also entered industries that traditionally were in functional organizations.

The project based organization

The Project Based organization attempts to create a structure that favors the dynamic and flexible environment of projects. The Project Based Organization (PBO) is an organizational structure where;

1. projects are the main driver of business
2. the project manager has high control over all functions and
3. flexibility enhances the ability to be proactive towards uncertainty
4. openness enhances collaboration with external partners making it easier to be proactive toward e.g. client uncertainty

1. Project based organizations are driven projects. Figure X, illustrates how projects run parallel to each other and are the main driver of the business instead of the domain specializations being main drivers as seen in the functional organization. In the PBO the specialized domains are integrated into each project by gathering a team of employees with different specializations. Furthermore, when working project based contrary to function based the knowledge and capabilities are created and build throughout the project. ^[12] This means that project based organizations requires that the employees not only know their specializations but also have the competences to acquire new knowledge and capabilities ^[8]. However, employees will only have the project to work, and therefore do not have to prioritize between operational and project work. This frees up time and mental space for building these capabilities. ^[2]

2. The project manager is the main responsible for the projects in. This means they have high control over all functions of the projects including resources, with only senior management to refer to, as seen in figure X. The functional units, i.e. R&D, finance, marketing etc. are integrated in each project in the PBO instead of a project manager having to try to build collaboration across rigid departments as seen in the functional organization. Furthermore, because the project manager (PM) only refers to senior management and not several other departments first, the PM is given high authority over the project. This is the key to agility and flexibility that is inherent to PBO's.

3. Due to these structures and the authority that lies with the PM, the PBO has the ability to deal with fast change as well as being proactive to uncertainty and project risk. The project manager, has the power to make fast decisions that fits with the problem at hand. This characteristic of the PBO stands in contrast to the functional organization where the project manager would not have the authority over resource distribution to make proactive decisions.

4. One of the ways of dealing with complexity is stakeholder engagement.^[13] The authority of the PM is advantage when working with external partners and working across several organizations, because it leads to an organizational openness. This is because the point of contact is reduced to just the PM, instead of the PM and a number of other departments. This organizational openness makes it easier to include external stakeholders and bring them close to the project process. The enhancement of communication this brings leads to a PM that can ensure that external partners are properly informed, and even part of decision-making processes throughout the project, often leading to higher satisfaction with the client. Thus the PBO becomes an enabler for co-creation in projects. PBO's are therefore beneficial when dealing with complex products or systems where the clients' needs may change through the progression of the project as they gain more knowledge. ^[2]

The context of the PBO The project based organizations are build on project as the main driver for business. According to the PMBOK Guide 2021 a project is " [...]a temporary endeavor undertaken to create a unique product, service, or result."^[14] The definition refers to uniqueness, and even though not all standards agree on this factor, it can still be concluded that projects are often different and need different types of structures to support them, to get the best result. Thus, because PBO's are driven by projects the organization can look very different both from organization to organization, but also from project to project within an organization.

The PBO creates temporary organizations each time a new project is initiated. This means that the objectives of the project will partly define the organizational structure within that project. For example; the level of complexity or innovation of the project will have an impact on; the size of the project, the amount of stakeholders involved, the uncertainty of the project etc. These are all factors that will influence the temporary organization that is created with initiating a project.

Another factor that will influence the organization is the contractor or client of the given project. These will often have different need and requirements for the project and its collaboration or partnership structures, thus shaping the communication structures of the project. This is exactly the benefit of PBO, they are so flexible that they can adapt to the given context of the project; they can adapt to the best possible way of operating with the specific client, project team, project content, project complexity etc.

The PBO can as mentioned also look different from organization to organization. The "pureness" of the PBO can be altered, to fit the need of the organisations' needs. In some industries it is possible to create more or less pure PBO's. The example here could be the film industry. ^{[1] [3]} However, a PBO can also exist within a functional organization as a sub organization. Lastly, the PBO can exist as a so called Project Led Organisation. ^[2] This is the most common in practice and has some functional managers that run across the projects, helping to create some structure and coherence between the individual project in the organization, keeping the main decision authority with the PM.^{[3] [2]}

Summing up, the PBO is a project driven business and therefore changes with its environment. It is capable of doing so because of its flexibility and the authority that lies with the PM, creating an open organizational structure and a proactive approach towards uncertainty and risk. The authority that lies with the PM is thus a positive characteristic of the PBO. However, with the authority follows a responsibility. Therefore good management, and especially good Project, Program and Portfolio management, is of vital importance for succes in such organizations.

Project, program and portfolio management in the PBO

In the PMI standard for program management, it is written that " "

Organisational strategy - et program bliver sat in for at løse komplekse problemer og bliver ofte en del af operations - i en PBO sammenhæng vil dette ske hvis PBO'en er en del af en functional organisation ^[15]

"An investigation of the influence of organizational design on project portfolio success, effectiveness and business efficiency for project-based organizations Yacoub Petro a,⁎, Paul Gardiner b"

https://www.pmi.org/learning/library/project-based-organizations-strategic-objectives-8119#

Furthermore, PBOs operate mainly in two distinct levels of activities, the organisation level and project level - Organisational capabilities and project organising research Roine Leiringer a , Sujuan Zhang b,∗

Project organising vs. project management - R. Leiringer and S. Zhang

______________________________________________________________________________________________________________________________-

Application

The context of Project based organisations

Pure vs. sub organisation in a mechanistic (do not use this word or use it with description)

Questions to ask if you are ready - ^[10]

• A Framework for Project Portfolio Strategic Planning by Utilizing Thematic Analysis Method

Existing strategies for transforming orgnisations

8 step thingy

What to be a ware of in the PBO context

Morten Münsters behavioural ting ting - når man laver kæmpe ændrigner så er der også mulighed for et slot for at ændre adfærd - folk vil gerne have noget der er certain i en uncertain tid - giv dem informationerne til de adfærdsændrigner man gerne vil have der sker

Limitations

The article has shown how the PBO has many advantages, when working in dynamic and flexible environments, with high uncertainty and risk. However, the organizational structure of the PBO, also loses some of the advantages that the functional organisation has. The reduction of rigid structure means that PBO’s often have a hard time sharing knowledge within the organisation and across the projects within it. ^[3] Furthermore, if the PBO is also integrated in a functional organization (or other organization with similar structures), the project within the PBO often have a hard time communicating with the static part of the organization. ^[9] This internal organizational communication problem, can also happen between the project and the senior management, thereby losing support and creating tensions within the organisation. ^[2]

The PMI standards for project, program and portfolio management, addresses some of the limitations of the PBO. However, as presented in the paragraph XXX these management practices and standards relates to the management of project, program and portfolio and lack explanations on how the standards act in different organizational structures. ^[16] The PMBOK guide presents a short paragraph on knowledge management. It states how learning can both be contextual and general, and that the general knowledge should be shared across the organization. ^[17] The guide however does explain that a project should be adapted to the given organisational contexts. It presents the Value Delivery Office (VDO), whose role amongst other include building capabilities throughout the organisation. The office is often part of ‘’’“adaptive delivery approaches”’’’, which is the PBO approach. ^[18] The standard lacks to present a practical guide on how the VDO could to do this. In the PMI program management standard, a roadmap for integrating learnings and capabilities is presented ^[19]. However, the roadmap is generic, and neither presents a step by step guide or good practices. The same pattern is present in the portfolio management standard; it acknowledge that capability building and targets the entire organization in it presentation, however the practical steps still lack. Summarizing, the PMI project program portfolio standards puts a focus on the problem of lack of knowledge sharing and capability building across the wider organization, as well as present frameworks for integrating capabilities, yet still lack the concrete practices to help the problem.

of PBO strcuture

Knwoledge sharing and organisational learning________________________________________________________________

• Knowledge sharing is one of the key limitations of PBO's - because the PBO handles everything in a flexible way the formal structures for knowledge sharing and developing skills dissapear ^[3] The underlying mechanism are the formal structure eg. that reporting is missing or done in different ways from project to project. Reporting is adapted to the projects' needs but makes it harder to communicate across projects ^[2]
  • In PBO there are no structures integrated that incentivise cross project learning ^[2]. Therefore actions needs to be taken explicit to help these constraints and to effectivize project work.
  • No time set aside for learning and skill development ^[2]. This is further strenghtened in pure PBO's where you always need to be moving to the next project as the business depends on it. Therefore, there is no formal time set aside to learn from the previous projects.

• Learning is not only internally in the PBO or organisation, but learning how to establish good collaboration relations ships is missed. Here lies potential for improving collaboration processes ^[8].

• Projects within the PBO, or if part of a static organisation become isolated and have a hard time communicating their benefits etc. to senior management and learn across projects this can create tension acroos the company wide processes. ^[2] This can furthermore make project teams become disconnected, which again adds to the tension across projects, that should learn from eachother and not diconnect from one another. ^[8]
• Hard to show the importance and impact of the project ^[2]

The paradox of flexibility and structure ___________________________________________________________________-

• • What does the PBO look like when embeeded in a static organisation - describing the mechanisms between the flexibility of the PBO and the static nature of the parent organisation (Mahura og Birillo) (læs op på denne)

• how the framework has flexibility as a core, and this can also be a limitation because project-based organisation can differ so much it becomes more difficult to understand and generalise across project based organisations ^[7]

• Pure PBO may be risky - it depends on project which means you always need to be moving to the next project to keep being in business ^[2].

• For employees PBO's can create anxiety and uncertainty because they do not know where to go next ^{[2] [1]}.

• The domain specific leadership is dispersed - this means two things:

1. The project is dependent on a project manager who is highly skillfull in project management
   1. becasue there are no functional units - it is hard to divide in domains - everybody needs to know a little bit of everything - you do not utilise specialities as much

One of the key opportunities that arise from the limitations found in the litterature is that project and programme management are of vital importance to target some of the limitations of the PBO. The PBO has a lot of valuable characteristics and advantages. By targeting some of the limitations

• organisational structures instead of operational project management – the framework and context of the project management has an influence on the management and the success of the project ^[8]
• how PBO's can help stabilize specific factors whilst keeping flexibility for the changing nature of projects. ^[20] (^{[21] [5]}

• How PBO's can be a supportive framework for program and portfolio management and its success, due to several tasks being streamlined across project ^[6]

• how knowledge sharing and learning can happen within the organisation to help learn across the project - and when this is is relevant and when it is not ^[9]

• • Some of the weaknesses of PBO can be lessened or converted to strengths by "diluting" the pure PBO ^[9] Yacoub Petro a,⁎, Paul Gardiner b

Application limitation

- difficult to understand it is a complex field that goes across several domains - management , organisation and project management practices

- PBO har mange definitioner og det skal man være opmærksom på når man søger efter det - og de er alle i en lidt anden sammenhæng her vil vi holde os til

ikke alle forklarer den organisatoriske struktur som ligger bag  [1] [3] [8]

Annotated bibliography

Davies, A., Hobday, M., 2005. The project-based organisation, in: The Business of Projects: Managing Innovation in Complex Products and Systems. Cambridge University Press, pp. 117–147. https://doi.org/10.1017/CBO9780511493294.007

This book is a great resource for understanding the core principles of project based organisations. The book is about projects and complex products and systems and suggests a form of PBO for the development of such complex and uncertain systems. In it you will find project management and organisational theories in general with a specific chapter dedicated to project based organisations. Here a case study compares the PBO to a functional organisation.

Kroon, J., 1995. General Management, Second. ed.

This book is about management, and has here been used mainly to get an understanding of different organizational structures. The book has an entire chapter devoted to organizing presenting organisatiional types in detail also displayed through graphical tools; organizational charts.

References

1. ↑ ^{1.0 1.1 1.2 1.3 1.4} Bakker, R.M., 2010. Taking Stock of Temporary Organizational Forms: A Systematic Review and Research Agenda. Int. J. Manag. Rev. 12, 466–486. https://doi.org/10.1111/j.1468-2370.2010.00281.x
2. ↑ ^{2.00 2.01 2.02 2.03 2.04 2.05 2.06 2.07 2.08 2.09 2.10 2.11 2.12 2.13 2.14} Davies, A., Hobday, M., 2005. The project-based organisation, in: The Business of Projects: Managing Innovation in Complex Products and Systems. Cambridge University Press, pp. 117–147. https://doi.org/10.1017/CBO9780511493294.007
3. ↑ ^{3.0 3.1 3.2 3.3 3.4 3.5 3.6} Thiry, M., Deguire, M., 2007. Recent developments in project-based organisations. Int. J. Proj. Manag. 25, 649–658. https://doi.org/10.1016/j.ijproman.2007.02.001
4. ↑ Hobday, M., 2000. The project-based organisation: An ideal form for managing complex products and systems? Res. Policy 29, 871–893. https://doi.org/10.1016/s0048-7333(00)00110-4
5. ↑ ^{5.0 5.1} Pryke, S., 2017. Managing Networks in Project‐Based Organisations, Managing Networks in Project‐based Organisations. Wiley-Blackwell.
6. ↑ ^{6.0 6.1} Petro, Y., Gardiner, P., 2015. An investigation of the influence of organizational design on project portfolio success, effectiveness and business efficiency for project-based organizations. Int. J. Proj. Manag. 33, 1717–1729. https://doi.org/10.1016/j.ijproman.2015.08.004
7. ↑ ^{7.0 7.1} Turner, R., Miterev, M., 2019. The Organizational Design of the Project-Based Organization. Proj. Manag. J. 50, 487–498. https://doi.org/10.1177/8756972819859746
8. ↑ ^{8.0 8.1 8.2 8.3 8.4 8.5} Leiringer, R., Zhang, S., 2021. Organisational capabilities and project organising research. Int. J. Proj. Manag. 39, 422–436. https://doi.org/10.1016/j.ijproman.2021.02.003
9. ↑ ^{9.0 9.1 9.2 9.3} Mahura, A., Birollo, G., 2021. Organizational practices that enable and disable knowledge transfer: The case of a public sector project-based organization. Int. J. Proj. Manag. 39, 270–281. https://doi.org/10.1016/j.ijproman.2020.12.002
10. ↑ ^{10.0 10.1 10.2} Kroon, J., 1995. General Management, Second. ed.
11. ↑ Project Management Institute, Inc. (PMI). (2017). Standard for Portfolio Management (4th Edition) - 1.8 Relationships among Portfolio Management, Organizational Strategy, Strategic Business Execution, and Organizational Project Management. Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/pdf/id:kt012S0XW1/standard-portfolio-management/introducti-relationships
12. ↑ Dosi, G., Nelson, R., & Winter, S. (2000). The nature and dynamics of organizational capabilities. Oxford: OUP
13. ↑ Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 2.8.3.3 Process-Based. Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/pdf/id:kt012LZJ73/guide-project-management/process-based
14. ↑ Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management. Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/toc/id:kpSPMAGPMP/guide-project-management/guide-project-management
15. ↑ Project Management Institute, Inc. (PMI). (2017). Standard for Program Management (4th Edition) - 1.5 The Relationships among Organizational Strategy, Program Management, and Operations Management. Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/pdf/id:kt012S0S2J/standard-program-management/relationships-among-organizational
16. ↑ Thiry, M. (2006). A paradoxism for project-based organizations. Paper presented at PMI® Research Conference: New Directions in Project Management, Montréal, Québec, Canada. Newtown Square, PA: Project Management Institute.
17. ↑ Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 2.5.8.2 Explicit and Tacit Knowledge. Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/pdf/id:kt012LZI11/guide-project-management/explicit-tacit-knowledge
18. ↑ Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 3.4.2 Tailor for the Organization. Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/pdf/id:kt012LZJR1/guide-project-management/tailor-organization
19. ↑ Project Management Institute, Inc. (PMI). (2017). Standard for Program Management (4th Edition) - 3.3 Program Roadmap. Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/pdf/id:kt012S0SK8/standard-program-management/program-roadmap
20. ↑ Jerbrant, A., 2013. Organising project-based companies: Management, control and execution of project-based industrial operations. Int. J. Manag. Proj. Bus. 6, 365–378. https://doi.org/10.1108/17538371311319070
21. ↑ Jerbrant, A., Karrbom Gustavsson, T., 2013. Managing project portfolios: balancing flexibility and structure by improvising. Int. J. Manag. Proj. Bus. 6, 152–172. https://doi.org/10.1108/17538371311291071

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