4.Project Organizational Structures

Summary

In this insightful video by a Project Management Professional (PMP), viewers are guided through the various organizational structures crucial for successful project delivery. The video emphasizes understanding frameworks, authority, and culture within companies and their projects. It discusses different types of organizational structures, including functional, project-based, and matrix-based frameworks, and highlights their pros and cons. By comprehending these elements, a project manager can effectively align their project within the organizational environment to achieve successful outcomes.

Highlights

• Know your company's and project's organizational structure for effective project delivery. 🏗️
• Different structures like functional, matrix, and project-based affect project dynamics. 🔄
• Power and authority in project management vary across organizational types. 📈
• Organizational culture influences project strategies and success. 🌟
• Align projects with organizational identities and goals for best outcomes. 🎯

Key Takeaways

• Understanding the organizational framework is key to project success! 🚀
• Different structures like functional, project, and matrix have unique pros and cons. 📊
• Power dynamics and authority vary significantly across organizational structures. ⚖️
• Organizational culture and politics can profoundly impact project delivery. 🏢
• Align your project goals with the organizational identity for smoother execution. 🎯

Overview

Project organizational structures are foundational to effective project management. Understanding whether you're working within a functional, project-based, or matrix organization helps in navigating challenges and leveraging advantages. Each structure has distinct characteristics that affect authority, responsibilities, and workflows within the project environment.

Power dynamics and authority are pivotal in these structures. For instance, in a project-based organization, a project manager might have more power compared to a functional organization. Recognizing who holds authority and understanding reporting lines can significantly impact project success.

Organizational culture also plays a crucial role in project execution. Whether a company is profit-driven or values employee participation can dictate how a project is managed. Understanding these cultural nuances can help in aligning project strategies with company goals, ensuring smoother and more successful project deliveries.

Chapters

• 00:00 - 02:00: Introduction: Understanding Project Organizational Structures The chapter begins by emphasizing the importance of understanding both the project and the company's organizational structures for successful project delivery. It highlights the necessity of knowing the framework within which a project will be delivered, indicating its crucial role in the project's success.
• 02:00 - 04:00: Project Initiation and Organizational Culture In this chapter, the focus is on understanding the organizational structure and its impact on project management. Key topics include identifying the project's organization, reporting lines for the project manager and business sponsor, and the levels of power and authority assigned to them within the organizational hierarchy. The chapter distinguishes between different organizational frameworks such as hierarchical, project-driven, and matrix-based structures, and explores how these frameworks influence project delivery methods.
• 04:00 - 06:00: Structural Framework and Authority The chapter titled 'Structural Framework and Authority' discusses various aspects of organizational behavior and culture. It emphasizes the importance of understanding how projects are initiated and accepted within a company. The chapter questions whether the company prioritizes profit maximization at all costs or values employee participation. It delves into understanding the organization's culture, the elements that make it work, and those that contribute to its success. It highlights the necessity for project leaders to be aware of the organization's infrastructure, cultural norms, and ensure their projects align with this framework.
• 06:00 - 08:00: Human Resources and Organizational Norms The chapter focuses on the importance of aligning human resources and organizational norms, emphasizing that understanding the organizational framework is crucial for project success. It highlights the need for compatibility between organizational structures and introduces the Project's organization chart as a starting point.
• 08:00 - 10:00: Internal and External Politics in Project Management This chapter discusses the importance of understanding both internal and external politics in project management. It emphasizes the need for project managers to be familiar with the organizational chart to identify who holds power and authority. This knowledge is vital for ensuring the successful delivery of a project. Additionally, the chapter highlights the significance of the human resource component, implying the necessity of understanding how human resources are managed within the organization.
• 10:00 - 12:00: Project Organizational Types The chapter explores various project organizational types, contrasting employee-centric and organization-centric models. It delves into whether individual and career aspirations take precedence over specific project and organizational aspirations, and questions if prioritizing employee satisfaction leads to overall organizational success. The discussion centers on the organizational norms and how they influence the hierarchy of priorities within a company, comparing the focus on employee happiness versus organizational and project satisfaction.
• 12:00 - 16:00: Functional Organization In the chapter 'Functional Organization,' the focus is on the work culture and organizational structure in terms of work ethic. The chapter discusses the priority placed on organizational goals over individual aspirations. It addresses the standard work hours expected within the company, suggesting variations from a standard 40-hour work week to potentially extended hours, up to 80. The chapter highlights differing company attitudes towards overtime, whether it is expected or discouraged, emphasizing the belief that employee effectiveness is linked to their rest and happiness.
• 16:00 - 20:00: Project-Based Organization The chapter discusses the organizational culture in terms of training versus work. It poses the question of whether it's more important for employees to be properly trained with all the necessary skills before starting a job or if learning by mistakes through on-the-job training is the norm. This reflects on the organization's attitude towards training and how it influences both the organization's success and employees' individual growth.
• 20:00 - 26:00: Matrix Organizations: Weak and Strong This chapter explores the dynamics of matrix organizations, focusing on prioritization between project success and overall organizational goals. It delves into the internal and external political frameworks that influence decision-making, and considers whose interests need to be prioritized to ensure success at both project and organizational levels.
• 26:00 - 31:00: Comparison of Organizational Structures This chapter explores various facets of organizational structures, focusing on elements such as power dynamics, leadership, and internal and external support systems. Key questions are raised, including who holds power and provides leadership, who supports or detracts from the organization, and the political environment within which a project operates. The chapter also emphasizes the importance of identifying who needs to be kept content internally and externally to ensure project success. Additionally, it touches upon the symbolic environment of the organization, pondering whether it is one where the CEO is actively present, suggesting a more involved leadership style.
• 31:00 - 40:00: Organizational Identity and Integration The chapter titled 'Organizational Identity and Integration' discusses various aspects of an organization's culture and the impact of leadership style on employees. It questions whether senior management is approachable and engages with staff, or remains distant, confined to formal environments. The chapter also explores the organization's dress code, pondering whether it is strictly formal or allows for a more relaxed attire. Moreover, it delves into understanding the norms and functionality within the organization, indicating a need for clarity and cohesiveness in organizational identity.
• 50:00 - 52:00: Conclusion and Key Takeaways The conclusion and key takeaways focus on understanding the organizational framework. It is important to determine whether the environment is formal or friendly and to know the policies and adherence levels within the organization. Assess who holds power, how employees are treated, and the prevailing political climate. Recognize potential allies and adversaries in relation to projects and comprehend the symbolic framework, including norms, policies, and operating procedures.

4.Project Organizational Structures Transcription

• 00:00 - 00:30 [Music] in order to be able to successfully deliver a project in a company you need to know the overall project organizational structures and the overall company's organizational structures you need to know the framework within which the project will be delivered
• 00:30 - 01:00 what is the projects organization who do you report to who does your business sponsor report to what is the power what is the authority that you as a project manager have what's the power and authority that your project sponsor has is this a hierarchical organization is this a project-driven organization is this a matrix-based organization what is the overall framework within which the organization is structured and what is the structure how do projects get delivered how do
• 01:00 - 01:30 projects get initiated how do projects get accepted what is the organizational culture is this a do everything at all cost to maximize profit company is this a company that values employee participation what is the culture how does the organization work what makes the organization work what makes the organization successful you need to be aware of the overall organizational infrastructure culture norms and you need to ensure that your project
• 01:30 - 02:00 organizational structure norms and infrastructure is consistent with or at least when it's not consistent with the or organizational structures you have processes in place to deal with those incompatibilities one of the key elements of ensuring your project is going to be successfully organized is to understand the overall organizational framework and that begins with the structural framework what is the Project's organization chart
• 02:00 - 02:30 what is the company's organization chart who has the power who has the authority to ensure that your project gets delivered successfully you must be aware of the structural Organization for your project and for your organization you must know who reports to who and who has the power who has the authority another key component is the human resource component in other words how are
• 02:30 - 03:00 employees treated what is the organizational Norm are individual and career aspirations more important than specific project and maybe even organizational aspirations do employees come first and with happy employees successful organizations followed or is this an organizational focused company where satisfying organizational and project requirements
• 03:00 - 03:30 comes first and then individual and career aspirations come second what is the work ethic in the organization is this a 40h hour week company or is this a 45 or 50 or 50 65 or 80 hour based company is this a company where overtime is expected almost demanded or is this an organization where or overtime is frowned upon because the belief is people are more effective when they're wellrest and happy in the overall
• 03:30 - 04:00 organization and in their individual private life what's the attitude in the company for training versus work is it more important to ensure our employees are successfully trained appropriately trained have all of the necessary skills before they start on a job or is this an organization where on the job training learning by mistakes is the norm What's the culture for the organization in terms of
• 04:00 - 04:30 is the current project the most important thing or is the overall organizational requirements more important if a staff member if a team member on your project has to choose between being successful on the project and making the organization more successful where are they going to fall what's the political framework and this is internal politics and external politics who needs to be made made Happy
• 04:30 - 05:00 who has the power who supplies the leadership who are the supporters who are the detractors what political environment is your project working within who do you need to ensure is Happy internally for your project to be successful who do you need to work externally to ensure that your project is going to deliver successfully and finally symbolic what environment does the organization work within is this an organization where the CEO walks around
• 05:00 - 05:30 meets employees talks to employees or is this an organization where Senior Management sit in their desks in their Corner offices and are treated with ah what is the dress code is this a very formal organization where full business attire is expected every day is this a organization that supports dressed down what are the organizational Norms is this a functional organization is this a
• 05:30 - 06:00 punctual organization where adherence to policy is number one is this a friendly ad hoc environment or is this a very formal environment you need to know the total organizational framework who has the power how are humans how are employees treated within the company what's the political environment who do you need to turn into an ally how do you deal with foes to your project and what's the symbolic organizational framework what are the Norms what's the policy what's the procedures for operating within this
• 06:00 - 06:30 company it's very important as a project manager that you know the overall organizational structure both for the organization and for the project is this company primarily a functional organization and by a functional organization that is the traditional organizational chart where you have the the head the CEO at the top broken down into individual business units or individual functional areas with appropriate levels of VP or director
• 06:30 - 07:00 ownership of the business units or the functional areas broken down underneath them to individual managers broken down to individual staff members so the functional definition is very much your traditional hierarchical traditional business organization probably a direct opposite to that is the project-based organization a Project based organization again obviously has a head but underneath the head you would have individual project managers reporting
• 07:00 - 07:30 directly to the project Senior Management and the individual project managers have project team members who are report directly to the project manager and are responsible for specific project delivery project-based organizations typically do not happen outside of organizations who do project-based work on a consultancy or a fee basis the more common type of organization structure that I'm seeing in most business today is some form of a
• 07:30 - 08:00 matrix relationship where the primary relationship is still functional where you have the organization broken down by business units but within that you have very specific cross functional cross business unit relationships where different people report to different business unit managers different functional managers as required by specific engagements and again from the Viewpoint of this nugget series those engagements would be project-based engagements so although we've defined these as three
• 08:00 - 08:30 unique three very specific forms of organizations most organizations you're going to see variations of these So within an organization within a specific project itself you're going to see very different organizational functional project-based Matrix relationships based on each individual specific project requirement it's
• 08:30 - 09:00 important that you understand which combination of functional project matrix-based environment you're going to be operating within because it is going to determine your power and your Authority within which you can affect project success if you are in a Project based organization you have more or less ultimate power to ensure your your project is successful uccessful if
• 09:00 - 09:30 you're in a functional organization you may have limited power within which to enact specific project success factors and a matrix is going to be a hybrid of that we will discuss each of these organizational structures in much more detail throughout this snugget a functional organization is very much traditional organizational structure where you have your business head your CEO your president whatever the the main functional ownership for the company is going to
• 09:30 - 10:00 and then that will break down into the number of business units so we business unit 1 2 3 4 there may be also specific specializations so this is a business unit dealing with customer facing customer facing customer facing and the specialization may be internal accounting internal it or whatever the the various organizational specializations may be then within each of our business units and our specializations we do the appropriate levels of breakdown to management through the staff and so on throughout
• 10:00 - 10:30 an organization so a functional organization is very much the traditional business organization chart company organization chart that everybody is familiar with from a project Viewpoint which is what we're focused on in this nugget when you're working within a functional business unit a functional organization typically the projects themselves are delivered within a specific functional area so let's assume
• 10:30 - 11:00 this business unit has a need for a project because we're operating in a functional area the project itself is traditionally going to be limited to that particular business unit obviously a project needs a project manager so this line manager gets assigned project management responsibilities as well and that's one of the key components to project delivery in a true functional environment is a existing manager takes
• 11:00 - 11:30 on the responsibilities of project management and then within the project team individual team members and I'm going to put X's through them not that they're being eliminated but to identify that they are being tagged with project delivery responsibilities so here we have an existing functional manager taken on additional project management responsibilities and members of that functional
• 11:30 - 12:00 organization being identified as the participants as the team members for the project team now depending on how the functional organization is structured these team members may be the same as the functional manager in addition to their normal duties as assigned have additional Project based responsibilities or they may be relieved of their routine day-to-day functional responsibilities and become focused on the project environment the key to project delivery as I said in a
• 12:00 - 12:30 functional environment is the project is traditionally delivered within the business function so this business unit manager retains ownership retains responsibility for the project and identifies the entire project team within his or her specific business unit on first review a project organization may look very much the same as a functional organization we still have a a business head the CEO the
• 12:30 - 13:00 president and reporting to them we have a number of project managers within the project managers we have a breakdown for specific functional managers or or or line managers I'm calling them project leads project leads and then reporting to the project leads are the project staff so how is this different from a functional organization the difference being these are direct focused project managers
• 13:00 - 13:30 these direct reports to the head do not have any functional responsibilities do not have any business responsibilities they are Bonafide project managers whose only responsibility to the organization is the delivery of projects similarly the project leads do not have other business functional responsibilities they are focused on Project delivery as well the project staff themselves are focused on Project delivery so obviously
• 13:30 - 14:00 I think a project-based organization is 100% focused on Project delivery project managers are focused dedicated committed to individual projects they do not have any other responsibilities and the entire team is focused on Project based delivery as mentioned in the introduction to this nugget a project organization typically does not exist in a traditional business environment a project-based organization is traditionally limited to organizations
• 14:00 - 14:30 that deliver projects professionally I.E consulting firms and other organizations that do project-based work on contract basis for organizations and because their focus is on Project delivery is what allows them to have dedicated project managers and dedicated team members whose only focus is on the actual delivery of the project itself the more common form of organizational structure from a project
• 14:30 - 15:00 delivery Viewpoint is some form of Matrix structure in this particular discussion we're going to discuss a weak Matrix Matrix structures start with traditional functional structure so this is the same organization chart that we discussed a few minutes ago in terms of the pure functional organization and the functional delivery of projects the difference being in a weak Matrix one of the business unit identifies the need for a project and
• 15:00 - 15:30 identifies traditionally one of the management levels as being the project manager unlike the functional Viewpoint for projects where all of the staff are taken directly from the business unit in this case we take a staff and this staff from directly from the business unit that has the project requirement but we say this particular staff member has skills has knowledge that is needed for the project and maybe we need the staff member for from this specialization and
• 15:30 - 16:00 this staff member and this staff member over here so in a weak Matrix you have the project manager represented as part of the existing management structure for the business unit some and often a considerable number of the project team members come directly from the business unit but other team members are going to come from other business units from other business units from other business units and from other business units the advantage of Matrix relationship is you're able to pull in
• 16:00 - 16:30 special skill special knowledge from other business units to ensure that the project has all of the skills and all of the knowledge needed to be successful the disadvantage is these team members still have direct functional reporting relationships back to their individual business units and there may be conflicts as expectations as requirements come up that where the project requirements from the project manager May differ from the functional
• 16:30 - 17:00 requirements from the business unit managers the next form of project delivery organization we're going to discuss is the strong Matrix and the strong Matrix starts with the functional organization just as the weak Matrix did the key difference between a strong Matrix and the weak Matrix that we just discussed is instead of having the project management responsibilities assigned to one of the existing line managers in a strong relationship
• 17:00 - 17:30 traditionally within the business unit there is an assigned project manager and this person is part of the business unit but has specific project management expertise specific project management knowledge and is dedicated to project management the rest of the weak Matrix relationship or the strong Matrix relationship is very much the same we bring in team members from various parts of the organization and we use the appropriate skills from these team members from this
• 17:30 - 18:00 business unit and from this business unit and the core team members from this business unit to ensure the project is is delivered successfully the key differentiator between a strong Matrix and a weak Matrix is the assignment of a dedicated focused trained skilled project manager where this staff project manager has the time has the skills has the attention has the focus and will be working on nothing but project delivery where in the weak Matrix the line
• 18:00 - 18:30 manager had both project delivery responsibilities as well as line delivery responsibilities now we've discussed the two ends of the spectrum the weak versus the strong as with the earlier discussion on the various project organization forms there is no single definition of a matrix relationship is this absolutely a weak is this absolutely a strong is this a hybrid that falls on this end of the
• 18:30 - 19:00 spectrum versus this end of the spectrum versus this end of the spectrum and the answer is every single project is going to have its own variation of the strong and the weak Matrix relationship in order to compare the pros and cons of each of these organization structurals functional versus project versus a weak Matrix versus a strong Matrix I put together this comparison grid where we're going to compare skills of the project manager avail ability of the project manager the
• 19:00 - 19:30 authority of the project manager who has budget ownership I.E who has the power to influence and impact the project success the availability of staff for the project and the availability of specific skills for the project and we'll fill in this grid for each one of our various project organizational structures so in a functional area if you can remember in a functional area the project manager is assigned from the existing line management responsibility
• 19:30 - 20:00 so a going in Assumption is that the PM skills will be limited and I'm going to put a question mark on that there's nothing to say that a line manager would not be an excellent project manager but because their Prime responsibility is functional line management there is no guarantee that they're going to have the appropriate skills to be effective as a project manager and that's very much unlike the project relationship or the project organization where these are dedicated focused project managers they are
• 20:00 - 20:30 trained in the project management skill area in the weak Matrix we're using the same project manager that same line manager from the business unit so the same assumption would apply that the PM skills is potentially limited the prime responsibility is functional line management not on project management where in the strong Matrix we have that dedicated staff project manager so the assumption is they will have High project management
• 20:30 - 21:00 skill sets in terms of PM availability in the functional it's part-time they have ongoing line responsibilities so therefore their availability to project management is going to be part-time only and depending on the importance of the priority of their line management skills versus the project management responsibilities that part-time may be very minimal or or it could be substantial depending again on
• 21:00 - 21:30 how their departmental head their business unit has defined their responsibilities from a project organization Viewpoint their only focus is on project management so they have full-time availability for project management the weak the same as the functional because it is the same manager from the line management area again is going to be at part-time where the strong Matrix the assumption is because they are the staff PM they're availability is going to be
• 21:30 - 22:00 100% in terms of the authority in a functional area it's going to be a wide range the functional manager is going to be using staff from only within their business unit so the Assumption may be that they will have a high degree of authority over their staff which may be a very valid assumption but because we're picking and choosing staff members from everywhere within the business unit they may have some limited authority
• 22:00 - 22:30 over these the project team members from the different managers within the business unit so they may have low control over that and it'll also vary because the team members are being pulled from existing organizational responsibilities their relationship between existing organizational responsibilities and project responsibilities may vary so therefore again there may be a variation of the power and the authority the functional managers going to have in a project organization the PM is
• 22:30 - 23:00 going to have full responsibility because the project team members report directly to the project manager for the project and are dedicated only to the project in a week Matrix I think the assumption is in the weak Matrix the PM Authority is going to be very low the pm has come in from one business area and is pulling staff from across the entire organization typically in a weak Matrix which is one of the reasons it's called week Matrix is the pm has very low very
• 23:00 - 23:30 limited authority over the project team members when push comes to shove and the project team members have organizational line responsibilities as well as project responsibilities because they report to different business units their line organizational responsibilities come first and project responsibilities come last in a strong Matrix I would suggest the PM Authority is in the medium area they have some direct responsibility for the team
• 23:30 - 24:00 members in their business unit but because they are also pulling in team members from other business units they may have limited responsibilities there in terms of budget ownership who has budget ownership in a functional project it is the functional manager so that is a very good relationship your boss if you are a functional project manager is the person who has overall budget responsibilities it gets even better in a project
• 24:00 - 24:30 environment in a project organization where you yourself have direct budget responsibilities you have been assigned the power and the authority to successfully deliver the project on time in a weak matrix it's going to go back to the functional manager again and in a strong Matrix traditionally the project manager yourself is going to have the budget responsibilities but there may be instances where the functional manager may take on the budget responsibilities
• 24:30 - 25:00 on your behalf in terms of Staff a staffing availability in a functional relationship it is absolute part-time you are pulling in your team members from other functional responsibilities depending on how they're assigned to your project you may have limited control over how much time they spend on their functional responsibilities and how much they spend on the project responsibilities staff availability in a project environment is going to be high the team members are
• 25:00 - 25:30 assigned directly to your project and are responsible only to your project in the weak matrix it's going to go back to the part-time as well they're being pulled from across the entire organization and again in the weak Matrix the project manager have may have limited power and authority to ensure the team members are reporting to completing project responsibilities in a strong Matrix experience has shown that it's going to be some part-time
• 25:30 - 26:00 and some full-time much like the project manager has direct project responsibilities in the strong Matrix traditionally in a strong Matrix some of the team members will also be assigned to the project full-time but some of them drawn in from other business units may be on a part-time and finally in our comparison in the functional area in terms of Staff skills the expectation is you're going to have a wide range of skills from the
• 26:00 - 26:30 staff they're being pulled in from the functional unit so traditionally they would have strong knowledge of how the business unit itself functions but they may have limited specific knowledge to complete their skills and assignments as required for project responsibilities in terms of Staff skills from a project Viewpoint it should be high they are dedicated project team members picked chosen hired to have the skills necessary to be success uccessful in Project delivery in a weak Matrix
• 26:30 - 27:00 because you're pulling in across various business units you're going to have a wide range of skills again skills should be very focused on business knowledge business unit knowledge and responsibilities but may be varied in terms of direct skills related to project delivery and the same will apply in the strong Matrix it may be a little more focused because again if you're having some full-time staff but the expectation is in a strong Matrix you will have a wide range of
• 27:00 - 27:30 skills so with this comparison grid you have a pretty good breakdown of the pros and cons of delivering a project in a functional environment versus a project environment versus a weak Matrix versus a strong Matrix environment be aware of the issues be aware of the concerns raised in this comparison grid when you are assigned project management responsibilities in one of these variations or variation of each of these project organizational
• 27:30 - 28:00 structures one final component we need to look at in terms of project organizational structures is a more detailed look at the organizational structure what is the corporate identity how does the corporation see itself in the business environment is it seen as a leader does it or does it see itself as a leader does it see itself as a follower an innovator does the organization see itself as a good corporate citizen a Green Citizen if you want to look at it that way what is the organizational identity you
• 28:00 - 28:30 need to ensure that your project is going to operate consistent with the overall organizational identity we've talked already about the human resources aspect what's the difference between the corporate emphasis and the individual emphasis is it more important to ensure our employees are successful or happy or is it more important to drive the bottom line to satisfy the stakeholders and overall profitability of the organization how well or how do the various business units integrate do the
• 28:30 - 29:00 business units share for the corporate best good or do the business units compete and again the competition could be for the overall organizational best interest as well I've been involved with organizations where the corporate culture is business units must compete there are limited funds available there are limited marketing opportunities available there is limited everything available and therefore each business unit needs to compete against its fellow business units to get the marketing
• 29:00 - 29:30 dollars to get the R&D dollars what's the overall organizational culture what's the organization's culture in terms of risk does it Embrace risk does it take on risky projects with the expectation that risky projects will result in breakthrough initiatives breakthrough opportunities that will drive the company successively forward doing things that their competition hasn't done or is the organization very risk intolerant they need safety they need security they
• 29:30 - 30:00 will not take on risky projects they will wait and deal with the status quo or they will wait until proven processes are in place to allow them to move forward what's the organizational focus is the organization focused on shortterm or long-term is it more important to be profitable in the next quarter or is it more important to be profitable over the next five years and finally what is the overall maturity
• 30:00 - 30:30 in the company what is the project management maturity are there existing project managers in place is Project delivery principles well embraced in the organization what's the product maturity that you're developing your project for is the product in the initiating stage of its life cycle in the growth stage in the maturity stage or in the decline stage there's going to be more money available more risk interest in products that are in the initiating and growth stages than are in the maturity and
• 30:30 - 31:00 decline stages and what's the overall company maturity is this a new breakthrough startup company or is this a very established very mature company you need to be aware of the overall organizational culture because how the organization operates is going to dictate is going to influence how your project must operate to be successful in the company in this nugget we focused on Project organizational structures what
• 31:00 - 31:30 is the organizational environment within which your project is going to deliver we talked about the framework the organization structure is your project being delivered in a functional organizational structure a Project based organizational structure a matrix-based organizational structure whether it's a weak Matrix or a strong Matrix we focused on the differences between functional project delivery project-based project delivery and Matrix based project delivery and we looked at the pros and cons of each of those and there is no right answer there
• 31:30 - 32:00 is no answer that says a weak Matrix a strong Matrix a project a functional type project relationship is right it's simply important that you know which environment you're working within and you understand the pros and cons the consequences of dealing within each of those we developed the effective project structure and the management structures in place and we looked at the organizational culture what is the organizational culture is this a profit driven company an employee driven company are the business units
• 32:00 - 32:30 integrated are the business units competitive we looked at the risk strategy for the company is this company willing to take on risks for breakthrough initiatives to do things that the competition hasn't been done before those are a very risk intolerant company in which case we will take tried proven approaches to successful delivery we need to understand what the overall organizational environment within which we're going to deliver our project is and then we will be successful delivering our
• 32:30 - 33:00 project this concludes our nugget on Project organizational structures I hope this video has been informative for you and thank you very much for viewing [Music]