Designing Effective Project Organisations

Abstract

Designing Effective Project Organisations

This article will present and discuss the following chapters:

15.4 The responsibilities of the client 15.5 Who is the project manager? 15.6 Organising the project through the life cycle 15.7 Project organisation in construction 15.8 Determining the organisation breakdown structure

This article will first present the most relevant terms and definitions within the chapters. Afterwards some of the models and theories will be analysed and discussed, in addition literature studies will also be carried out to support the article. Lastly, some recommendations or reflections upon the topics will be conducted.

When designing effective project organisations a lot of different factors and actors have to be considered, for instance the responsibilities and management options of the client. How to organise through the life cycle of a project, determination of the organisational breakdown structure and creating optimal and efficient project teams.

The responsibilities of the client

The client assembles a coalition of firms to execute the project mission, and the contractual documents between the firms define the project organisation structure. However the client possess important responsibilities towards leading the project coalition, the responsibilities are:

• Promoter – defining the need for the project and ensuring that it meets that need;
• Financier – obtaining the capital required to finance the project;
• Decision-maker – making those decisions required to push the project through the life cycle;
• Recruiter – mobilising the most appropriate and capable firms to realise the project. This is a legal obligation under European health and safety legislation.

It is difficult to fulfil all the responsibilities and usually not all the clients have the proper organisational capabilities. The need for these organisational capabilities has led to a development of firms who provide project management services.