The Organizational Structure

The Organizational Structure

The structure of the performing organization often constrains the availability of　or terms under which resources become available to the project. Organizational　structures can be characterized as spanning a spectrum from functional to projectized,　with a variety of matrix structures in between. Figure 2-6 shows key project-related characteristics of the major types of enterprise organizational　structures.

The classic functional organization is a hierarchy where　each employee has one clear superior. Staff members are grouped by specialty, suchas production, marketing, engineering, and accounting at the top level, with engineering
further subdivided into functional organizations that support the business
of the larger organization (e.g., mechanical and electrical). Functional organizations　still have projects, but the perceived scope of the project is limited to the　boundaries of the function: the engineering department in a functional organiza-tion will do its work independent of the manufacturing or marketing departments.

For example, when a new product development is undertaken in a purely functional
organization, the design phase is often called a design project and includes
only engineering department staff. If questions about manufacturing arise, they are　passed up the hierarchy to the department head, who consults with the head of the　manufacturing department. The engineering department head then passes the　answer back down the hierarchy to the engineering project manager.
At the opposite end of the spectrum is the projectized organization.

In a projectized organization, team members are often collocated.
Most of the organization’s resources are involved in project work, and project
managers have a great deal of independence and authority. Projectized organizations　often have organizational units called departments, but these groups　either report directly to the project manager or provide support services to the　various projects.

Matrix organizations are a blend of　functional and projectized characteristics. Weak matrices maintain many of the　characteristics of a functional organization, and the project manager role is more
that of a coordinator or expediter than that of a manager. In similar fashion,
strong matrices have many of the characteristics of the projectized
organization—full-time project managers with considerable authority and fulltime　project administrative staff.

Most modern organizations involve all these structures at various levels. For example, even a fundamentally functional organization
may create a special project team to handle a critical project. Such a team
may have many of the characteristics of a project in a projectized organization.
The team may include full-time staff from different functional departments, it
may develop its own set of operating procedures, and it may operate outside the
standard, formalized reporting structure.

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• Figure 2-6 -ThatIsDifferent- ♂ (219267 bytes) () 12/14/2011 postreply 07:56:20

• Wow，很好的兩篇學習材料，謝謝！ -林卡- ♀ (120 bytes) () 12/14/2011 postreply 08:41:24

• 材料來自 PMBOK Guide (PMI) -ThatIsDifferent- ♂ (0 bytes) () 12/14/2011 postreply 10:26:57