Section 7: Project Environments Special - Pros and Cons of Organization Types Flashcards
Organic or Simple
People are flexible and work together to complete the project
People may feel overwhelmed with the added tasks of the projects
Functional
Ideal for organizations with recurring projects, such as manufacturing. Functional manager in chare
The project manager has little, if any, project authority and may be known as a project expeditor
Multidivisional
There are clear lines of communication and authority
There may be duplication of efforts between departments
Project-oriented
The project manager has autonomy over project decisions. Improves communication; teams focus on current project work.
Project teams may compete for or stockpile resources. The project team may lose focus near end as they are uncertain about future.
Strong Matrix
Project team may be assigned to a project for 50-90% of duration. The project manager has a high level of authority.
Competition over resources still exists. Overall costs may also increase due to redundant administrative staff among projects.
Balanced Matrix
The project manager has balanced project authority with management. This model allows efficient use of resources.
Functional manager and the PM may battle for team members’ time. Project team may feel they’re reporting to multiple bosses.
Weak Matrix
The project manager has little project authority and acts as a project coordinator.
The project is part of the functional department more than separate activity. Project team resources may be divided among many projects at once.
Virtual
Resource and departments are segmented and there’s a single point of contact for each group in the project.
Communication can be a challenge as bottlenecks eist in tehe project, based on the availability of the single point of contact.
PMO
Centralized and standard approach to project management for the entire organization or department.
Can feel stifling or disconnected from the project manager, project team, and stakeholders.
