• Functional
  • Projectized
  • Matrix

These are the project organisations we are referring to! We are not establishing a project team by claiming that we are organizing a team using the functional approach. If you are not one of the project team members, you might not even be aware that you are working on a project. It’s like regular work. John will assign you assignments if you work for him. Jane will give you assignments, and Sue will give you assignments. John, Jane, as well as Sue, coordinate their work. You might notice that some of your assignments seem unique and different from your normal work. There is no project manager and there is no official team. Why not use a functional organizational structure instead? It is simple and affordable. It doesn’t require a team to be set up or assigned project managers. Everyone works together as they were. This is not the best way to manage a project. This can be very effective if your company doesn’t run many projects or the project requires a low level of focus. Projectized – This approach is not recommended by most spell checkers. It is the opposite to a functional organization. Projectized – This is a way to create a special team that is 100% focused on the project. Everyone reports to the project manager, who is the king or queen. The project manager is the king or queen and everyone reports to him. Performance reviews are overseen by the project manager. This is a faster, more efficient way to manage a project. No one is distracted by other work or called off to work for other assignments. (At least, in theory.) This is a great idea. It is costly. Who will take care of your other work if I take you off your job and place you on the projectized group? I will probably be hiring a temporary worker to fill the vacancy. I may have to look for work after the project is finished. The problem is that sometimes we hire temporary workers because we are used to having them. This means that the costs we incur don’t go away. Sometimes, we also experience a strange project disease called “project-itis.” Project-itis can lead to a team believing they are the only thing and that they are the company. They might stick to their guns. They don’t reach for information, they don’t share information, and they develop a certain attitude. This is a risk that the projectized organization poses, but it doesn’t have to prove fatal. The matrix organization is still a topic to be discussed. There are three types of the matrix: the weak matrix (balanced matrix), the strong matrix (strong matrix), and the balanced matrix (mild matrix). A matrix is where resources are loaned to the project and loaned to the project manager. The resources are lent by the functional manager. The functional manager is responsible for writing performance appraisals and is the boss of project resources. (With the exception of the project director, who may report directly to the functional manager), Each member of the team may be working on multiple projects. These efforts can include operational work as well as other projects. They are rarely 100% committed