Project organization
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To ensure success of the project as a project manager, efficiently establishing a project organization is essential. However, since project managers tend to work in large organizations with many employees, it is redundant to create an organization chart involving the whole organization with all its associated nuances and politics. Therefore, it is recommended that project managers focuses on the people having influence on activities of the project while creating the project organization structure. | To ensure success of the project as a project manager, efficiently establishing a project organization is essential. However, since project managers tend to work in large organizations with many employees, it is redundant to create an organization chart involving the whole organization with all its associated nuances and politics. Therefore, it is recommended that project managers focuses on the people having influence on activities of the project while creating the project organization structure. | ||
| − | |||
Before initiating the creation of an organization chart, several different aspects are important to consider. | Before initiating the creation of an organization chart, several different aspects are important to consider. | ||
| + | First of all, it is significant to consider what '''roles''' that needs to be assigned within the project team to achieve the defined objectives. The term role refers to a specific function assigned to an individual. | ||
| + | Since the project team roles identifies the functions needed to make the project a success, it is important to determine which '''competencies''' that are associated with each role. When the identification of desired competencies is executed, the roles are assigned to individuals from the organization. However, sometimes it is required to hire people to acquire the optimal competencies if the competencies are not already obtainable within the organization. | ||
| + | Assigning the roles to the right people implies assigning the '''responsibility''' associated with the roles. The individuals fulfilling their roles are accountable of the completion of the project activities related to their role of the project. | ||
| + | The '''authority''' over the project might already be determined and distributed between the project manager and the managers of the project manager <ref name="gary"/>. In traditional project management, this would often be the case where mostly the project manager made the important decisions, managed deliverables and applied resources. However, today's project management is highly influenced by an agile approach. In this environment, the management style is rather participative than authoritarian. This implies that the management of the project team members is built on trust, which means that decisions made regarding the completion of project activities are made progressively by the project team members themselves <ref name="kerzner"/>. Hence the authority over the project is more divided between the project team members in the agile project environments. | ||
| + | |||
| + | === Creating an organization chart === | ||
| − | Ultimately, the organization chart of the project will be associated with the overall structure of the | + | Ultimately, the organization chart of the project will be associated with the overall structure of the company regarding division of authority and roles. Therefore, if the organization which the project takes place in already has an organization chart, it is advantageous to either draw inspiration from that or create the organization chart of the project directly on the one made by the company. |
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In the modern business society characterized by rapid project execution, it can be difficult to develop a comprehensive project organization due to the lack of available information in the beginning of projects. Because of this continuously increasing uncertainty, it is beneficial to manage projects in an agile environment. | In the modern business society characterized by rapid project execution, it can be difficult to develop a comprehensive project organization due to the lack of available information in the beginning of projects. Because of this continuously increasing uncertainty, it is beneficial to manage projects in an agile environment. | ||
| − | Despite that today's project management is heavily dominated by an agile approach, the traditional practice of project organization is still essential to achieve the desired objectives of a project. The informal approach of agile project management built on a dynamic and fluid approach experience difficulties without any implementation of traditional project management practices <ref name=" | + | Despite that today's project management is heavily dominated by an agile approach, the traditional practice of project organization is still essential to achieve the desired objectives of a project. The informal approach of agile project management built on a dynamic and fluid approach experience difficulties without any implementation of traditional project management practices <ref name="kerzner"/>. Hence, even in an agile project management environment, establishing an efficient project organization creates a structured project management foundation. Consequently, the uncertainty related to responsibility and accountability is minimized as much as possible. Implementing this traditional project management practice will complement the agile approach by ensuring everyone knows their assigned responsibility. This makes more room for the project team to navigate smoothly in the agile project management environment and focus on the right things. |
== Annotated bibliography == | == Annotated bibliography == | ||
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<ref name="kerzner">Kerzner, Harold. (2017). Project Management: A systems approach to planning, scheduling, and controlling - Section 11.8 and 8.12. 12th ed. Wiley.</ref> | <ref name="kerzner">Kerzner, Harold. (2017). Project Management: A systems approach to planning, scheduling, and controlling - Section 11.8 and 8.12. 12th ed. Wiley.</ref> | ||
| − | <ref name="gary"> Gary L. Richardson and Brad M. Jackson. 2018. Project Management Theory and Practice, Third Edition (3rd. ed.). Auerbach Publications, USA.</ref> | + | <ref name="gary"> Gary L. Richardson and Brad M. Jackson. 2018. Project Management Theory and Practice - Section 17.1, Third Edition (3rd. ed.). Auerbach Publications, USA.</ref> |
</references> | </references> | ||
Revision as of 12:01, 5 March 2023
Purpose --> Understanding the context
Abstract
The success of a project is highly dependent on the term project organization. The term is defined as a clear establishment of the project management team structure along with a communication approach in the beginning of the project. Maintaining the project organization during the entire project is essential to make the project a success. According to the PRINCE2 standard, the purpose of project organization is to define and establish the project's structure of accountability and responsibilities [1].
To successfully create and institutionalize a project organization, the project authority should be clearly communicated throughout the project team. This implies that each project team member knows their respective responsibilities. An effective way to visualize and hence intuitively communicate the organizational structure along with its division of authority is using organization charts (or organigrams). [2].
Contents |
Big idea
Project organization is a term describing the structure of a project throughout its entire lifecycle based on communication, coordination and management. The purpose of project organization is to define a structure of responsibilities and accountability across the project management team [1]. Therefore, an effective establishment of a project organization requires unambiguously communicated authority. Additionally, each project management team member should know their specific role along with the associated responsibilities. This decrease of confusion and uncertainty about responsibility and accountability will reduce the risk of conflict emergence between employees working on the project. Also, a well-defined project organization establishes common expectations among the project team members, which implies a united project team work to achieve the desired project objectives. Neglecting efficient organization of projects often leads to a lack of motivation, which causes schedule overruns and hence budget overruns [2]. Accordingly, well planned project organization and maintaning it during the project is essential to the success of the project [3].
State of the art
The modern way to establish an effective organizational is to create an organization chart. Organization charts vertically represent the role or status and authority of each organization member. The status and authority decreases from top to bottom of the chart, which means the most powerful member organizational role is located in the top of the chart. An example of organization chart is given in Figure 1. This tool is very powerful to demonstrate and clearly communicate the authority and roles within projects. Additionally, it emphasizes the internal organizational context of the project. This can further be useful to communicate the organizational project governance structure and interdependencies between the specific project and other projects and/or programs of the organization [2].
Application
To ensure success of the project as a project manager, efficiently establishing a project organization is essential. However, since project managers tend to work in large organizations with many employees, it is redundant to create an organization chart involving the whole organization with all its associated nuances and politics. Therefore, it is recommended that project managers focuses on the people having influence on activities of the project while creating the project organization structure.
Before initiating the creation of an organization chart, several different aspects are important to consider.
First of all, it is significant to consider what roles that needs to be assigned within the project team to achieve the defined objectives. The term role refers to a specific function assigned to an individual.
Since the project team roles identifies the functions needed to make the project a success, it is important to determine which competencies that are associated with each role. When the identification of desired competencies is executed, the roles are assigned to individuals from the organization. However, sometimes it is required to hire people to acquire the optimal competencies if the competencies are not already obtainable within the organization.
Assigning the roles to the right people implies assigning the responsibility associated with the roles. The individuals fulfilling their roles are accountable of the completion of the project activities related to their role of the project.
The authority over the project might already be determined and distributed between the project manager and the managers of the project manager [4]. In traditional project management, this would often be the case where mostly the project manager made the important decisions, managed deliverables and applied resources. However, today's project management is highly influenced by an agile approach. In this environment, the management style is rather participative than authoritarian. This implies that the management of the project team members is built on trust, which means that decisions made regarding the completion of project activities are made progressively by the project team members themselves [3]. Hence the authority over the project is more divided between the project team members in the agile project environments.
Creating an organization chart
Ultimately, the organization chart of the project will be associated with the overall structure of the company regarding division of authority and roles. Therefore, if the organization which the project takes place in already has an organization chart, it is advantageous to either draw inspiration from that or create the organization chart of the project directly on the one made by the company.
Project matrix organizations
Project team organization
Limitations
- Critical reflection regarding project organization in general.
- What can each tool/method do, and under what circumstances should they be applied?
It is important to acknowledge that effective project organization only reduces the need for change throughout the project lifecycle and does not completely eliminate the need for change. Therefore, despite organizing the project effectively, project managers still need to be open-minded towards changes throughout the project lifecycle [3].
- Which tools/methods are a part of the current standards of project organization, and which ones extend the current standards of project organization.
Organization charts
Despite organization charts are very effective to communicate organizational structure and division of authority, they are illustrated by vertical lines of communication. In practice, communication is far more complex due to informal communication across the organization. Hence this tool is mostly applicable to emphasize organizational structure and its responsibility division rather than constraining the organizational communication [2]. For instance using the Organization chart simplified example above, the manager of department A could be using the members of department B as consultants temporarily. In that case, the members of department B will report to the manager of department A instead of the manager of department B. Therefore, organization charts are effective foundation for project organization but not necessarily for strictly defining organizational communication.
Due to organizational changes or new projects arising, it is advantageous to create new organization charts. However, the resulting organizational changes of individuals' status or authority can cause unexpected reactions from people. Some people may feel they are not appreciated as sufficiently important employees, and an organizational feeling of injustice can arise [2]. A potential solution is to distribute updated organization charts with a thorough explanation and enable employees to express their feelings and thoughts through open communication.
The organization charts typically only show the role of the project team member and not the specific assigned responsibilities. To emphasize the assignment of project tasks to individuals or teams within the overall project team, a Responsibility assignment matrix is suitable to apply. An effective way of doing this is to construct and implement a RACI matrix, which describes different categories of responsibility assignment [4].
Project organization in an agile project management environment
In the modern business society characterized by rapid project execution, it can be difficult to develop a comprehensive project organization due to the lack of available information in the beginning of projects. Because of this continuously increasing uncertainty, it is beneficial to manage projects in an agile environment.
Despite that today's project management is heavily dominated by an agile approach, the traditional practice of project organization is still essential to achieve the desired objectives of a project. The informal approach of agile project management built on a dynamic and fluid approach experience difficulties without any implementation of traditional project management practices [3]. Hence, even in an agile project management environment, establishing an efficient project organization creates a structured project management foundation. Consequently, the uncertainty related to responsibility and accountability is minimized as much as possible. Implementing this traditional project management practice will complement the agile approach by ensuring everyone knows their assigned responsibility. This makes more room for the project team to navigate smoothly in the agile project management environment and focus on the right things.
Annotated bibliography
References
- ↑ 1.0 1.1 A. (2017). Managing successful projects with prince2 2017 edition. The Stationery Office Ltd.
- ↑ 2.0 2.1 2.2 2.3 2.4 2.5 D. Lock, Project Management. 10th edn., (Gower Published Limited, 2013), pp. 131–154.
- ↑ 3.0 3.1 3.2 3.3 Kerzner, Harold. (2017). Project Management: A systems approach to planning, scheduling, and controlling - Section 11.8 and 8.12. 12th ed. Wiley.
- ↑ 4.0 4.1 4.2 Gary L. Richardson and Brad M. Jackson. 2018. Project Management Theory and Practice - Section 17.1, Third Edition (3rd. ed.). Auerbach Publications, USA.
- ↑ 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 - Section 2.2.1 and 3.2. Project Management Institute, Inc. (PMI). Sections respectively retrieved from https://app.knovel.com/hotlink/pdf/id:kt012LZGJB/guide-project-management/project-team-management and https://app.knovel.com/hotlink/pdf/id:kt012LZF39/guide-project-management/create-collaborative (Accessed: 12 February 2023)
