Project Management

Structure
EH2204A CHE520 (PROJECT MANAGEMENT)
Organizing Projects as Dedicated Teams
Operates as separate units from the rest of the parent organization
Full-time project manager is designated to pull together a core group of
specialists who work full time on project
Subsequent team is physically separated from parent organization
Interface between parent organization and project teams vary
Parent organization (maintain a tight rein through financial controls)
Firm grants the PM maximum freedom to get the project done as he sees fit
Case of firms project dominant form of business (construction firm or consulting
firm)
Organization consists of sets of quasi-independent teams working on specific
Traditional Functional Department is responsible to assists and support
project team
This organization known as PROJECTIZED ORGANIZATION
 Advantages Disadvantages

Expensive (not only you created new management but resources are
Simple (functional organization remains intact with the project team
also assigned on a full-time basis. This cause duplication of efforts)
operating independently)
Internal Strife (dedicated project teams take on an entity of their own
Fast (response time tends to be quicker because decisions are made
known as projectitis develops)
within the team and not deferred up the hierarchy
Limited Technological Expertise (Technical expertise is limited to the
Cohesive (participants share a common goal and personal
talents and experience of the specialists)
responsibility toward the project and the team
Difficult Post-Projects Transition (if other project work not available,
Cross-Functional Integration (specialists from different area work
the transition back to their original functional department may be
closely together, with proper guidance, become committed to
difficult because of prolonged absence and the need to catch up with
optimizing the project)
recent developments