Organizational structure of the project. Matrix and project structures Project structure of the organization examples of companies
The project management structure is focused on solving non-standard problems. The article discusses the types of design structures and talks about their advantages and disadvantages.
From the article you will learn:
What is a project management structure
A project structure is a temporary division of an organization, which is closed after completion of work.
Examples of work performed by project management structures:
- development of new products;
- development of innovative technologies;
- carrying out experimental work;
- solving non-standard problems
An organization that consists entirely of such units is called a project organization.
An example of such an organization is an architectural agency.
Project management structures are aimed at solving specific problems.
The main unit of the project organizational structure is the project team (working group). The team works on a temporary basis, i.e. during the period necessary to achieve the goals. The company's functional personnel work within the project organizational structure: engineers, marketers, accountants, economists, lawyers and other specialists.
Scheme 1. Project management structure
When the project is completed, the project management structure ceases to exist. Employees either start working on a new project or return to their main responsibilities. If employees worked under, then in accordance with the terms of the agreement, they are dismissed.
What types of project structures exist?
Vadim Bogdanov in the book “Project Management. Corporate system - step by step" identifies three types of project structures - "Gray hair", "Brains", "Procedure" (see Diagram 2 below).
The most difficult type is “Brains”.
The goal of the design structure is to create a unique product in a unique way. Simply put, the project team is faced with the task of creating a new product. At the same time, it is necessary to develop a process for its production.
The simplest type is “Procedure”.
The purpose of the design structure is to create a standard product using a standard methodology.
Two intermediate types - "Gray hair".
The goal of the first type of design structure is to create a standard product using a new technology.
The goal of the second type of project structure is to create a new product in a standard way.
Diagram 2. Types of project structure
Personnel Efficiency / Motivation
It is difficult to control the overall progress of the project
Answered by Anna BORISENKO,
HR Director at EnergoAuditControl
“Sell” the project to employees - create a participant’s mission, show his role and its benefits
Describe the mission of participation in the project so that everything is clear, and each employee has a clear picture in his head of what each participant will receive. It's not about money. First of all, show how important the project is for the company. Let everyone understand that they can be involved in something special.
The project management structure is aimed at solving specific problems: creating unique products, developing new technology, solving non-standard management problems. A project team is created to complete the task. After completing the task, the project team disbands. The advantage of the project management structure is its mobility, the disadvantage is the complexity of control.
A project is a temporary phenomenon, and this determines the specifics of its management. participants. During the implementation of the project, a so-called project team, which has a certain organizational structure. Despite all the variety of existing projects, a number of more or less standard ones can be distinguished in the team roles.
First of all, this project manager (leader)- an individual who bears personal responsibility for the success of the project and provides operational management.
As a rule, companies appoint project curator- a representative of senior management who, although he does not delve into the intricacies of the current state of affairs in the project, controls its progress, ensures that the project corresponds to the strategic goals of the company, and if project manager lacks authority - helps him with her authority.
Project Committee is created in companies in which business is built on a project type. This is a body whose tasks are to select projects and monitor their implementation at the highest level, and make key decisions.
In technically complex projects, the role of chief project engineer (PI), who is sometimes equal in status to the project manager.
In large projects there may be managers for various functional areas, for example, financial, personnel, risk management, etc.
All of the above roles form project management team, which is included in project team. Also members of the project team are performers both from among the company’s full-time employees, and those hired specifically for the implementation of a specific project. Sometimes it includes contractors And subcontractors.
It is worth highlighting project office. In the simplest case, this is a kind of secretariat in which all project documentation is stored. It may consist of one or several employees. In more advanced companies project office also plays the role of a methodological center serving all projects of the organization. Below is an example of a typical project team.
EXAMPLE OF ORGANIZATIONAL STRUCTURE OF A PROJECT TEAM
Project and company
No project exists in a vacuum. As a rule, it is implemented in the interests of a certain company, which initiates it. This company is called parental, head or maternal. Accordingly, the company has a certain organizational structure, and the project is somehow “built into” it.
The most common structure in Russia today is functional structure, which is a hierarchy in which one superior manager is clearly defined for each employee. At the same time, employees are grouped by specialty: marketing, production, purchasing, etc. This structure is optimal for well-established cyclical production, but it causes a number of difficulties when implementing projects.
At a certain stage, projects arise in the organization and their coordinator is appointed. He is responsible for the implementation of the project, achieving goals, meeting deadlines and the allocated budget. In fact, such an employee does not have enough authority to solve the assigned tasks. Being responsible for “everything” and not having authority is the main problem for effective project management. Also, one of the main disadvantages when implementing projects is the sluggishness of the structure, since any employee can receive all orders only from his functional manager, which causes long delays in decision-making. Problems may also arise due to the fact that the interests of the project conflict with the interests of functional managers.
This structure is very static and effective only for the implementation of local projects within the division.
FUNCTIONAL ORGANIZATIONAL STRUCTURE
Project structure completely opposite to the matrix one in its organization. Here, project teams form their own temporary units, created for the duration of the project and headed by project managers. With such an organization, functional units perform a service function in relation to projects, that is, they provide them with services, such as technical support or accounting services. Also, functional departments play the role of a pool of resources (for example, specialists) that are dynamically redistributed between projects. In a project structure, team members are focused only on achieving the goals of the project and report only to its leader.
With such an organization, the project actually represents a branch of the company, while the “laws” by which an employee operates within the project are completely determined by the project management. This structure is effective in large, significant projects for the company, usually lasting more than two years.
PROJECT ORGANIZATIONAL STRUCTURE
Note: Employees participating in the project are highlighted in color.
The main disadvantage of the project structure is that resources are not always used efficiently (for example, you only use the services of a lawyer for a few hours a week, and it is not profitable to pay for them entirely from the project budget).
This problem can be solved matrix structure, which represents a compromise between the functional and design structures. Here the employee reports on the one hand to the project manager, and on the other to his functional manager. Depending on which of them has more power, a distinction is made between weak (insignificant power of the project manager) and strong or rigid (project manager is higher than the functional manager) matrices. A balanced matrix seems ideal, in which the project manager is responsible for its results, and the functional manager is responsible for the quality of work of his employees “seconded” to the project. The main disadvantage of the matrix structure is the double subordination of employees.
MATRIX ORGANIZATIONAL STRUCTURE
Note: Employees participating in the project are highlighted in color.
Different organizational structures can coexist in a company at the same time. In our experience, in Russia the weak matrix is most widely used, since the role of functional managers is traditionally large.
Choosing the project's organizational structure
Each type of structure has its pros and cons. The matrix structure is a compromise; its varieties can be most often found in companies whose business is related to project management. Often in one company you can find several structures, depending on the scale and other features of a particular project. However, a number of recommendations can be made for choosing an organizational structure.
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Selection criterion |
Functional |
Matrix |
Design |
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Level of uncertainty |
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Technology |
Innovative |
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Complexity |
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Duration |
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Implications for the company |
Key |
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Level of relationships between parts of the project |
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The importance of the time factor (the presence of critical deadlines) |
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Dependence on a parent organization |
Criteria for choosing the organizational structure of the project
You can learn how to develop effective organizational structures for a project, select and motivate personnel, and manage a project team on our
A project structure is a temporary structure created to solve a specific problem. The basic principle of constructing the structure is project concept, which is usually understood as any purposeful change in the system, for example, development and production of a new product, introduction of new technologies, construction of facilities etc.
Rice. 8.4. Project organizational structure
1) The activities of the enterprise are perceived as a set of ongoing projects, each of which has a fixed beginning and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes determining its goals, forming a structure, planning and organizing work, coordinating the actions of performers. After the project is completed, the project structure disintegrates, its components, including employees, move to a new project or are fired (if they worked on a contract basis).
2) Such a structure is a network structure built on the principle of double subordination of performers: On the one side - to the immediate head of the functional service, which provides personnel and technical assistance to the project manager, on the other - to the manager of the project or target program, which is endowed with the necessary powers to carry out the management process. With this organization, the project manager interacts with 2 groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the immediate heads of divisions, departments, and services remains. For activities that have a clearly defined beginning and end, projects are formed; for ongoing activities, targeted programs are formed.
3) Any project structure has several levels:
1. supreme coordinating body- director, president of the company, board of directors, etc., who coordinates the actions of all large system units of the organization;
2. subdivisions of the second level of management with a fairly high degree of specialization(departments, workshops, management, etc.) subordinate directly to the highest coordinating body and having access to special units inherent only in matrix structures -
3. projects(in some organizations such units are called teams) where they delegate their employees.
4) Each of the projects is a temporary structural unit of the organization, created exclusively to complete one large and complex task. The task is formulated and issued by the external environment (a higher organization or the market). After completing the task, the project as a system unit and the team that implemented it cease to exist.
Advantages of the project structure:
Members of the project team and its leader concentrate on the implementation of one project and are not distracted by other tasks. This structure is the least bureaucratic of all those considered; decisions are made through discussion with all team members. Although this lengthens the time for making a decision, it ensures a gain in the timing of its implementation due to the absence of staff resistance.
The introduction of a project manager position provides ideal opportunities for cross-functional coordination. At the same time, in the project structure it is possible to fully implement an interdisciplinary approach to solving non-standard problems, if it is possible to establish cooperation between specialists of different profiles.
better orientation to project (or program) goals and demand;
more efficient day-to-day management, the ability to reduce costs and improve resource efficiency;
more flexible and efficient use of the organization’s personnel, special knowledge and competence of employees;
improving control over individual tasks of a project or target program;
any work is organizationally formalized, one person is appointed - the “owner” of the process, who serves as the focal point for all issues related to the project or target program;
response time to the needs of a project or program is reduced, because horizontal communications and a single decision-making center have been created.
At the same time, project structures have serious flaws, which significantly limit the use of this undoubtedly promising organizational structure:
· difficulty in involving all specialists of the organization in projects. To solve this problem, it is critical for the organization's senior management to continuously identify project assignments and clearly plan their implementation. If the organization is unable to receive an assignment for the project on time, some specialists remain in departments (shops, departments, etc.) without participating in the organization’s activities, which reduces the efficiency of its work. On the contrary, with a large number of project tasks, the organization will not be able to ensure their implementation, since the projects will be understaffed with the necessary specialists, as a result of which the balance of the organization with the external environment will be disrupted and tension will arise both at the input and output of the system;
· decreased controllability within the organization due to double subordination of specialists participating in projects. When using matrix structures, the organization's employees are simultaneously temporary participants in the project and permanent members of departmental teams (shops, departments), due to which managers have reduced opportunities to exercise power-based management influences on the behavior of subordinates, which can lead to uncontrollability of individual social groups;
· conflict in project structures. In flexible project structures, socio-psychological conflicts of two types often arise: Firstly, between project managers and heads of departments (shops, departments) who have different and often conflicting interests or, even worse, different value orientations; secondly, between ordinary performers and project managers regarding their employment in projects and the content of role obligations.
A Project structure
Project structures- these are the management structures for such important activities of the company under strict restrictions on costs, timing and quality of work. Traditionally, a department manager in any large company within a hierarchical organizational structure has many different responsibilities and is responsible for various aspects of several different programs, issues, projects, products and services. It is inevitable that under these conditions, even a good leader will pay more attention to some types of activities and less to others. As a result, the inability to take into account all the features and all the details of projects can lead to the most serious consequences. To manage projects, especially large-scale ones, special project management structures are used. Organizational projects can include, for example, the development and development of new types of products and technological processes, etc.
Under the project management structure is understoodtemporary a structure created to solve a specific complex problem (project development and its implementation). The meaning of the project management structure is to assemble into one team the most qualified employees of different professions to implement a complex project on time with a given level of quality and within the framework of the material, financial and labor resources allocated for this purpose.
The project management structure involves ensuring centralized management of the entire progress of work on each major project.
There are several types of project structures. One of their varieties is the so-called “pure or consolidated project management structures,” which imply the formation of a special unit - a project team working on a temporary basis.
The temporary teams include the necessary specialists: engineers, accountants, production managers, researchers, and management specialists. The project manager is vested with project authority (full power and control rights within a specific project). All team members and all resources allocated for this purpose are completely subordinate to him. The project authority of the project manager includes responsibility for project planning, for drawing up a schedule and progress of work, for spending allocated resources, including for material incentives for workers. After completion of the project, the structure disintegrates, and the staff moves to a new project structure or returns to their permanent position (in the case of contract work, they resign).
Figure 1 – Project structure
Advantages:
integration of various activities of the company in order to obtain high-quality results for a specific project;
an integrated approach to project implementation and problem solving;
concentration of all efforts on solving one problem, on completing one specific project;
intensification of the activities of project managers and performers as a result of the formation of project teams;
strengthening the personal responsibility of a particular manager both for the project as a whole and for its elements.
TO shortcomings The project management structure includes the following:
in the presence of several organizational projects or programs, project structures lead to fragmentation of resources and significantly complicate the maintenance and development of the production and scientific and technical potential of the company as a whole;
the project manager is required not only to manage all stages of the project life cycle, but also to take into account the project’s place in the network of projects of the company;
the formation of project groups that are not sustainable entities deprives employees of awareness of their place in the company;
when using a project structure, difficulties arise with the long-term use of specialists in a given company;
There is partial duplication of functions.
B Matrix org. structure
One of the most complex adaptive management structures is the matrix structure. This structure was proposed by Kaori Ishikawa in the 70s and, with minor modifications, still operates today at Toyota and many other companies around the world. It was originally developed in the space industry and is now used in the electronics and high technology industries.
This structure is a network structure built on the principle
double subordination of performers: on the one hand - to the immediate head of the functional service, for example. marketing manager, and on the other hand, the project or target program manager, who is endowed with the necessary powers to carry out the management process. In the Organization, the project manager also interacts with 2 groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, project managers report to the heads of divisions, departments, and services.. Connects here vertical management of functional and linear structural divisions of the company. Horizontal - management of individual projects, programs, products, for the implementation of which human and other resources of various divisions of the company are involved.
This structure is characterized by double, triple and more complex subordination of structural units. According to this structure, various committees and commissions of specialists from various organizations are created, not related to organizational subordination. Yes, it can be said that it is mobile, flexible, universal, although it can also create damage to specialists in the performance of permanent duties. The most important task of senior management is maintaining a balance between them - the main task of the head of the company. In connection with the above, a distinctive feature of the organizational structure of matrix type management is that employees simultaneously have two managers with equal rights.
The matrix structure most often represents the imposition of a project structure on a linear-functional management structure that is constant for a given company; a kind of matrix is obtained.
The fundamental principle is to improve the interaction of individual structural units in order to effectively solve a specific problem. Matrix management structures can be of two types. In the first case, the project manager interacts with two groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him on a temporary basis and on a limited range of issues. At the same time, the subordination of these performers to the immediate heads of divisions, departments, and services remains. In the second case, only permanent members of the project team can report to the project manager.
Figure 2. Matrix structure.
Project managers in matrix structures, as well as in the project structures discussed above, have so-called project powers. Project managers retain the right to determine the priority and timing of solving a particular task, while heads of structural divisions can only choose a specific executor and solution method.
The advantages of the matrix structure are:
obtaining high-quality results on a large number of projects, programs, products;
significant activation of the activities of managers and employees of the management apparatus as a result of the formation of project (program) teams that actively interact with functional units, strengthening the relationship between them;
involvement of managers at all levels and specialists in the sphere of active creative activity in the implementation of organizational projects and, above all, in the accelerated technical improvement of production;
reducing the burden on top-level managers by transferring decision-making powers to the middle level while maintaining unity of coordination and control over key decisions at the top level;
strengthening the personal responsibility of a particular manager both for the project (program) as a whole and for its elements;
achieving greater flexibility and coordinated work. e. better and faster response of the matrix structure to changes in the external environment;
overcoming intra-organizational barriers without interfering with the development of functional specialization.
Flaws:
the complexity of the matrix structure for practical implementation; its implementation requires long-term training of employees and an appropriate organizational culture;
the structure is complex, cumbersome and expensive not only to implement, but also to operate;
it is a difficult and sometimes incomprehensible form of organization;
in connection with the system of dual subordination, the principle of unity of command is undermined, which often leads to conflicts; within the framework of this structure, ambiguity is generated in the role of the performer and his managers, which creates tension in relations between members of the company’s workforce;
within the framework of the matrix structure, there is a tendency towards anarchy; under the conditions of its operation, rights and responsibilities are unclearly distributed between its elements;
This structure is characterized by a struggle for power, since within its framework the powers of power are not clearly defined;
This structure is characterized by excessive overhead costs due to the fact that more funds are required to support a larger number of managers, as well as sometimes to resolve conflict situations;
there is partial duplication of functions;
It should be noted that the transition to matrix structures, as a rule, does not cover the entire company, but only some part.
Types of Project Organizational Structures
When solving problematic problems associated with reorienting the organization's goals or changing the ways to achieve them, the most attractive form of organizational structure is the project team. These are groups formed in which performers are assigned to the project for the period of its life cycle and are completely subordinate to the project manager.
With such an organization of management, a close relationship and interaction between performers, a high level of responsibility, planning and control, and ease of conflict management are achieved.
But since the project manager may encounter management problems related to the relationship with other enterprises involved in the project, the project team can only exist within each individual enterprise and form only part of the project organization.
Based on this, we can conclude that this form can only be used in large projects, since to create a project team you need to have such a volume of work as to keep specialists busy for the entire working day and create a separate department.
The disadvantage of this organizational structure is that the limited resources of the enterprise are used less effectively, since functional services are duplicated in the project team, and specialists with a broad specialization are more often used than with a narrow one.
When creating large projects, the most effective form is the so-called project management. In this organizational form of management, the requirements of a systemic and program-targeted approach to management are implemented to a greater extent, according to which all project activities are considered not from the standpoint of the existing hierarchy of subordination, but taking into account the achievement of the final goal of the project.
In the project structure, a special working group is created to solve a specific problem, which is dissolved after completion of work on the project. At the same time, the relevant personnel and resources previously involved in the work are returned to their units. To solve problems of long-term development, a special division is created within the design organization of the enterprise, which deals exclusively with issues of strategy, and project managers focus their attention on the implementation of specific tasks.
Features of project management is the subordination of each group member to only one leader. With this type of management, as a rule, controllability standards are observed, expressed in the number of subordinates per manager. It is difficult to maintain this principle in a matrix structure.
Equally important is the rational distribution of powers and responsibilities between the levels of the management hierarchy, which helps to establish order, prevent duplication and parallelism in work, and open discussion of new ideas and proposals.
Project management has the following advantages:
Increased responsibility for the final results of work;
Ensures prompt implementation of several complex projects;
The priority of the general, global goals of the organization is ensured by partial, local goals of a functional nature;
The solution of operational tasks is decentralized, allowing for a flexible and prompt response to changes in external and internal conditions;
Project development timeframes are reduced;
The efficiency of resolving current issues increases;
The degree of balance between the work program and the resource provision of the project is increasing;
The objectivity of assessing the results of the work of project participants, etc., increases.
A schematic diagram of the project management structure is presented in Fig. 4.1.
The best type of organizational management structure for project work is a matrix structure, which is most consistent with the program-targeted nature of project activities.
The matrix OSU is based on a functional structure, the relationships in which are built on vertical connections - “manager-subordinate”.
To solve specific project problems, temporary creative teams (TCTs) or temporary project groups (TPGs) are created in this structure, headed by project managers.
Figure 4.1. Example of a project management structure
These groups are staffed by specialists from the relevant functional departments. The interaction of project managers (PM) with functional departments is carried out horizontally, as well as through traditional vertical connections, resulting in an interaction matrix (Fig. 4.2).
The matrix structure makes it possible to flexibly maneuver human resources by redistributing them between projects, but subject to maintaining their administrative affiliation with the relevant functional departments. A feature of the matrix management structure is that the project manager lacks control over the personnel involved in the project.
The project manager determines what needs to be done and when, and the functional manager decides who will do the work and how. The project manager is responsible for all final results of the project, including production costs, time spent and quality of the project.
Using this type of structure, it is important to constantly ensure that the actual data corresponds to the planned data, and to establish a good system for monitoring the progress of the project, the quality of execution, costs and deadlines.
The project manager must have detailed information regarding the entire project, and department heads must have detailed information about the work being performed by their departments. Based on this data, reports are compiled and discussed by project managers with their teams. Discussions can be held weekly and, if necessary, daily.
There are the following types of matrix organizational structure:
1) functional;
2) balance;
3) design;
4) contractual
Structure modular communication used to ensure flexibility in enterprises, it operates on the basis of modules, performers are full members of the project team, and are involved in projects for a certain period of time.
Modules are brought in and out of the project when needed, combined and recombined into different systems. The combination of the above basic forms is hybrid organizational structure project.
It can exist for both large and small projects.
Figure 4.2. Matrix organization of project management
The contractor in a matrix structure reports to two managers: his immediate manager of the structural unit and the project manager. In this case, the project manager does not need to directly control the performers. He concentrates his efforts on the coordination and methodological part of the project, that is, he monitors what should be done and when. In the functional head of the department, on the contrary, there is no need to coordinate individual parts of the project. His main task is to determine who will carry out the part of the project assigned to his department.
Due to these features, the matrix OSU provides high quality work, short development time, low costs and high efficiency of work.
Temporary scientific (creative) teams can also be created outside the formal structure of the organization. In this case, they represent a group of scientists and (or) specialists who voluntarily united for joint scientific and innovative activities for the period necessary to solve the problem and obtain the desired result without forming a legal entity.
The initiators of creative research teams can be legal entities that finance research, as well as employees who have received funds. their composition is formed at the meeting, and its numerical and personal composition is determined depending on the nature, volume and timing of the project.
Such temporary teams are created on the basis of a contract between the head of the enterprise (organization) under which a temporary research team is being created, and the head of this team.
The contract and the documents attached to it (technical specifications, calendar plan, cost calculations) stipulate:
Requirements for the project, its parts and final results, as well as the form of their presentation;
Conditions for performing the work (terms for completing the work and its individual stages, the procedure for the customer to provide information, equipment, materials, production and other areas necessary to complete the work)
Obligations of the parties and the degree of responsibility for compliance with the obligations assumed by each party, as well as the conditions for termination of the contract at the initiative of one of the parties;
Ownership rights to the results of work, conditions of confidentiality and protection of the rights of authors to objects of industrial property created by them, the procedure for transfer to third parties, etc.;
The amount of remuneration for work performed and the procedure for its payment.
It is worth noting that work under a contract is performed by members of TNCs in their free time from their main jobs and is not part-time work. This is their fundamental difference from creative teams created in functional departments when working on a project within a matrix structure. The experience of TNCs is very useful when organizing work on projects within the formal structure of the organization, since TNCs allow the fullest use of the creative potential of employees and maneuver resources in the process of creating an innovation project.
Thus, in a matrix OSU, the project manager is the main character. He is responsible for all final results of the work, including production costs, development time and quality of the project (product).
One of the problems of matrix organizational structures is the overload of functional units. If there is an imbalance between the amount of work that needs to be completed for various projects and the capabilities of the corresponding functional units, conflicts arise between the CP and department heads.
In some cases, this problem can be solved with better planning of work and resources. However, this is usually possible when carrying out small and medium-sized projects. When creating large projects, these measures often turn out to be ineffective, since in such cases the complexity of communication networks increases sharply, which, in turn, leads to a slowdown in the decision-making and approval processes.
A matrix organizational chart cannot work effectively without a strategic matrix plan that prioritizes tasks and a matrix budget. Matrix budget - These are the resources allocated to the project manager for the performance of services by functional units during the implementation of the project. Drawing up such a budget requires painstaking work with long-term and annual planning.
As already noted, there are the following types of matrix structure:
1. Functional matrix. This type is acceptable for small projects, as it is characterized by weak authority and weak control on the part of the project manager. A project manager with limited authority coordinates the execution of a project that involves various functional units. Functional managers have authority and responsibility in narrower, specific segments. Most of the power and responsibility for the project is concentrated in the hands of the functional manager. The project manager only observes the processes; he cannot influence events, change them, or directly give orders to members of the project team. Most likely, he acts as a project coordinator, reports to the functional manager, but is at a higher level than his subordinates;
2. Balance matrix. The project manager shares the authority and responsibility for project execution equally with the functional manager. The project manager controls the implementation of the schedule and budget, and relies on the support and services of the functional manager. He determines what is needed and when, and the functional manager already controls how it is performed and by whom. The functional manager selects and assigns his personnel for projects and is responsible for technical solutions within his specialization. In this structure, a project management department is created, the head of which is at the same hierarchical level with the functional managers, and its composition includes project managers. The head of the project department reports to the general manager. The balance matrix, on the one hand, unites performers and directs their efforts to achieve the goal, and on the other hand, functional units remain intact. It is used both for intra-company projects and for inter-corporate projects where many enterprises interact.
3. Design matrix. This view is close to the project team. This is the type preferred by project managers. The project manager manages the project, has authority and has primary responsibility for completing the project according to its objectives. Functional managers select personnel and conduct technical expertise. The project manager is a line manager, reports to the general manager, and is at the same level or above functional managers.
4. Contract matrix. It is used in large projects when different enterprises are united into one organization to complete the project. The power of the project manager depends on the form of contracts. Therefore, this form of organizational structure is called a contract matrix. It depends on the power of the project manager, can exist in any basic matrix form, and is a complex structure. All enterprises are connected by line power based on contracts and supply deals. Today there are no alternatives to it when implementing complex projects.
Consequently, with all its advantages, the matrix structure as a whole is characterized by: double subordination, distribution of power and responsibility, which causes difficulties and conflict situations; this structure can be complex and uncertain. Therefore, if such problems arise, the so-called contractual principle of conflict resolution or the responsibility matrix is used to overcome them. A matrix (a graphical definition of who does what) allows you to show who is responsible for a specific part or aspect of the project, and what the extent of this responsibility is. The essence of the contractual principle is the signing of an internal agreement between the project and functional manager and, if there are external enterprises participating in projects and with which conflict situations arise, the conclusion of contracts and agreements that regulate these problems.
The system of connections between individual performers and groups that work on the project as separate organizational units within the project team is called internal organizational structure of the project.
Such structures include:
Internal functional structure;
Internal matrix structure;
Divisional structure;
Federal organizational structure;
Combinations of these structures.
The internal functional structure applies to both large and small projects. The basis of this structure is the distribution of management functions between individual departments (Fig. 4.3).
Management is carried out by the line manager through a group of functional managers subordinate to him, each of whom has the right to manage departments within the limits of his authority. When used, a high potential for group work and motivation of specialists is ensured. With the increase in the number of employees involved in the implementation of the project, functional groups for large projects turn into functional departments.
Figure 4.3. Diagram of the functional organizational structure of management
This organizational structure provides competent leadership for each management function. However, it has some disadvantages: inconsistency of orders is possible, since the project manager is located far from the primary level, management efficiency is slowed down, and the like.
The functional organizational structure is used, as a rule, in those organizations where there is a stable operating mode, relative dependence on the external environment, and the constant nature of production specialization.
This problem can be solved by supplementing the functional structure with a matrix organization.
Relationships in matrix structure are based on direct vertical connections between management and subordinates. To solve specific problems, temporary project groups are created, headed by project managers. The main feature of matrix structures is their exceptionally high flexibility and focus on innovation. In this structure, matrix relationships are superimposed on the functional structure with the goal of improving relationships at the base group level.
The use of a matrix organizational management structure is justified in enterprises that combine a large number of production facilities with a short product life cycle and, basically, only under the condition of a highly dynamic market environment.
The divisional organizational structure of management is based on the deepening division of managerial labor. With its application, processes of decentralization of operational management functions, carried out by production structural units, and centralization of general corporate functions, which are concentrated in the highest levels, occur. The project is divided into subprojects, and each of them has a mixed project team.
The advantages of a divisional structure are: flexible response to changes in the external environment, rapid adoption of management decisions and improvement of their quality. But at the same time, it requires an increase in the number of management staff and the costs of its maintenance.
The federal organizational structure has the character of a decentralized management structure, the number of management levels is reduced, each “middle” manager, that is, the link between organizational units and centers, controls, coordinates and integrates the activities of project teams.
Most modern organizations use mixed structures. Thus, functional organizations create special teams to manage important projects. Members of such a team are freed from other responsibilities, they can involve employees of functional departments at all times, develop and establish their own procedures for interaction and reporting.
Determining the functional responsibilities of project participants
The functions of the project manager include:
Providing consulting assistance to the customer in the development and implementation of the project;
Selection of designers and contractors;
Drawing up work plans for the project;
Registration and signing of acts confirming the completion of work (stages, substages, commissioning of objects for trial and industrial operation);
Coordinating the work of all project participants;
Constant control over:
Compliance with project deadlines;
Scientific and technical level and quality of developments;
Costs;
Acceptance of work performed by contractors and contractors to create the project;
Preparation of reporting documentation for work performed.
The project manager is obliged to:
Encourage departments involved in the project to complete their project tasks;
Ensure that departmental work is carried out in accordance with schedule plans, cost estimates and specifications;
Timely identify difficulties, errors, lack of resources, low quality of work;
Make timely adjustments to the project if the need arises;
Inform all interested parties about the progress of the project.
