Project Management Structure

The development of project management in the modern world, the accumulated knowledge and experience in PM in various fields, as well as the results of international cooperation in the field of PM have reached the level where it has become possible and necessary to integrate PM knowledge into a single system model. Such a model is developed on the basis of the presentation of Project Management as a cybernetic system.

Rice. Project management as a cybernetic system

The creation of a system model is due to the following reasons:

Active development of the processes of globalization and unification of UE. At the same time, as the above analysis of various national approaches to PM shows, today there is no single concept of project management that clearly defines the composition and structure of knowledge in this area.

The need to create a unified methodological basis for the training and certification of project management specialists.

The need to create a unified methodological and regulatory framework for the implementation of national and international projects and programs.

The need to classify the known and potential tasks of Project Management, the development of appropriate methods and tools for solving PM problems.

Significant differences in the terminology of project management, which complicates mutual understanding between specialists working in this field.

The structure of the NTC (national competence requirements) SOVNET was developed on the basis of a system model of project management and presented in fig. classification schemes for tasks and procedures of Project Management.

The system model of project management includes three main blocks:

1. Subjects of management;

2. Control objects;

3. Project management processes.

Each of these blocks has a hierarchical structure, with which the main sections and elements of the STC can be correlated.

1. Control objects

The objects of management in UE can be:

‰ projects,

‰ programs,

‰ organization,

‰ system.

In turn, each of the management objects has its own goals, strategies, structure,

phases life cycle, environment, etc.

2. Subjects of project management

The subjects of project management are the participants of the project (program) interacting in the development and adoption of management decisions.

The subjects of project management include:

‰ Key project participants:

Investor,

Customer,

general contractor,

general contractor,

Performers etc.

‰ Project management team:

project manager,

Project team members

‰ Other project participants

3. Project management processes

Project management processes are implemented through direct and feedback links between subjects and objects of management. The management process also has a hierarchical structure, which is based on individual tasks and PM procedures. Each of the PM tasks refers to a certain stage of the management process, a functional subsystem, a time section, an object and a subject of management.

The management process can be structured on the following grounds:

‰ Stages of the management process:

Initiation - organization and launch of the project and its parts,

Project planning,

Organization and control of project work,

Analysis and regulation of the progress of the project,

Closing the project and its parts.

‰ Control functions:

Project scope management,

Project management by time parameters,

Project cost management,

Project quality management,

Project risk management,

Project personnel management,

Project communication management,

Project contract management,

Project change management,

Other control functions

‰ Management levels, considered in terms of the project management time frame, which, as a rule, correlates with the corresponding management subjects:

The strategic level covers the entire life cycle of the project and corresponds to the order

organizational and economic level of the project,

Annual management level – considers the project activities that are planned to be completed during the year,

Quarterly management level - considers the work of the project, the implementation of which

ryh planned during the quarter,

Operational management level - considers the work of the project, the implementation of which is accordingly planned for a month, decade, week, day, shift, etc.

Each PM task is uniquely determined by the components of all levels of the system model, logically interconnected "from the bottom up".

The system model of project management includes as a main element a collapsed tree of an excessive set of tasks and procedures that theoretically can be carried out when managing a project.

The classification of potential tasks on the basis of a system model of project management opens up areas for the development of appropriate methods and means of PM.

The system model of UE was the basis for substantiating the structure of the scientific and technological complex.

Functional Structures

Depending on the nature of the project, different types of project management structures may exist in the same organization at the same time.

So, in Russia, the most common functional structures of project management.

These structures are well suited to managing established production, where so-called routine projects are carried out, which include all types of planned work or work limited to one unit.

In the functional structures, tasks are given to project team members only through the heads of the relevant departments who coordinate the work of their employees, and the personnel are grouped according to their specialization (marketing, capital construction, planning, financial, etc.).

But functional structures do not meet the requirements of complex projects, the execution of which requires the participation of several departments. They are also inapplicable if the project has no analogues in the history of this organization, because. in the functional management structure, insufficient attention is paid to those aspects of the project that are not directly related to a specific functional area.

Design structures

Project structures are used to manage projects that are unique to the organization or have a high value or large budget.

These Struktureuprproekt.jpg structures are commonly used by project-oriented organizations doing projects for others, such as consulting companies.

With the project management structure:

An independent group of specialists works.

The project manager receives all the powers related to its implementation.

Team members report to one leader.

The procedure for exchanging views is significantly reduced, as a result of which decisions are made fairly quickly.

However, with this organizational structure, equipment and personnel cannot be used in other projects.

In addition, organizational goals and enterprise policies are ignored as team members often move from one department to another. Due to the weakening of communication between functional units, the organization does not always have time to master new technologies.

Project team members do not have a "home" functional area, so they are worried about what they will do after the project is completed. This often leads to delays in project completion.

Rules for choosing the optimal project management structure

Recently, matrix project management structures have become increasingly popular, which are usually used when projects are repetitive, but not routine.

When choosing the optimal organizational structure for managing a specific project, the following factors should be taken into account:

technologies used;

duration of the project;

the importance of the project for the company;

relationships between the functional units that will work on the project;

the number of employees involved in the implementation of the project;

project deadlines.

23.4. Organizational structures of project management

Implementation Success investment project largely determined organizational structure of management, which is designed to develop a set of impacts aimed at the timely and high-quality implementation of all the works included in the project. Since, as a rule, investment projects differ in the structure of investments and the content of individual phases, there is no management structure that could be used in all cases of life.

The organizational structure is built taking into account the composition and content, as well as the complexity of management functions (general and special). Depending on the complexity of a particular function, one or more departments (performers) can perform.

The hierarchy of the management apparatus is determined by the nature of interaction and relationships between all participants in the investment process, not only by the complexity and nature of the operations (works) performed, but also by the subjective capabilities of the manager (manager), his ability to cooperate with the team and the desire to delegate authority to subordinates to perform certain management tasks project.

If the administrative apparatus is "bloated", personal contact between the leader and subordinates of the lower level is lost, the probability of the emergence of groups headed by informal leaders is higher, control over the execution of instructions is isolated, conflicts flare up. The growth in the number of links in the control chain is accompanied by an increase in the cost of maintaining the apparatus and the time required for decision-making.

Many different forms of project management are known from the theory and practice of management. When choosing the most appropriate form in terms of the conditions for the implementation of the project, the following factors should be taken into account:

the complexity of the project;

manufacturability of the project, i.e. the ability to perform work with minimal costs of labor, material and financial resources;

deadlines for completion of individual stages;

requirements of the customer (investor);

financial capabilities of the customer (investor).

The three most commonly used schemes project management: "main" scheme; "advanced control" scheme; turnkey scheme.

« Basic" called a scheme in which the project manager (manager), representing the interests of the customer, is not financially responsible for the decisions made. Any company participating in the project can act as a leader. She is responsible for coordinating and managing the development and implementation of the project without entering into a contractual relationship with anyone other than the customer. The advantage of such interaction is the objectivity of the manager, the disadvantage is that the risk of non-fulfillment of all project requirements lies with the customer.

Scheme "advanced management" assumes that the head (manager) is responsible for the project within a fixed estimated cost. The manager is often a consulting (sometimes engineering) or contracting firm that coordinates logistics and engineering. The risk lies with the contractor.

Scheme "Full construction" It consists in the fact that the head (manager) - the design and construction company - the customer concludes a contract on the terms of the turnkey delivery of the facility in accordance with the specified cost and terms.

Each of these schemes is implemented temporal (created for the period of project implementation) working group, including, depending on the purpose of the project, its complexity and industry affiliation of specialists in various fields. The temporary group either becomes an independent participant in the project, or is part of one of the organizations participating in the project.

There are two main approaches to the formation of working groups.

In accordance with the first approach, the customer and the contractor form their own teams, which are headed by project managers appointed by the parties. These middle managers report to the general manager. Depending on the organizational form of project implementation, the manager on the part of the customer or contractor can become the leader of the entire project. Project managers, with the help of the staff of their employees, coordinate the activities of all project participants.

The second approach involves the creation of a single working group headed by the project manager. The group includes authorized representatives of all project participants.

The theory and practice of management has developed several types organizational structures, each of which has certain advantages and disadvantages.

So, linear structure (Fig. 23.1) sees a direct impact on the performers from the line manager, who has concentrated all the management functions in one hand. The distribution of duties is carried out in such a way that each performer (or a separate division) is maximally focused on fulfilling the production tasks of the organization.

All powers - direct (linear) - go from the top to the bottom. A clear regulation of responsibility - obligations, the possibility of prompt decision-making - these are the advantages of a linear management structure.

The leader, however, can involve no more than four or five subordinates in management, and therefore is most often overloaded, sprayed on solving minor issues that do not leave time for other, more important functions. Linear structure not effective in the sense that a large amount of information transmitted from one level to another, as well as high qualification requirements for specialists, combined with the suppression of the initiative of lower-level workers, can lead to stress and poor management.

In view of the foregoing, the linear structure is applicable only for small amounts of work, when the tasks of project management are relatively simple.

Of particular interest is functional management structure, based on the differentiation of managerial work by individual functions, each of which is performed by one specialist, group or department (Fig. 23.2). The heads of functional divisions specialize in certain areas of activity, being responsible for certain areas of work within their competence.

The functional specialization of the management apparatus makes it possible to attract qualified specialists to the management, improve the quality and efficiency of management, relieve line managers, but at the same time reduces responsibility for the results of work and violates the unity of management. This raises the problem of interfunctional coordination, the resolution of which is entrusted to one or more coordinators. These latter may report directly to the managers different levels in the interests of consistency in the execution of certain types of work related to one or more projects. Since the coordinators are not directly involved in solving the daily tasks that arise during the implementation of the project, their efforts do not always achieve their goals.

The functional structure is used in organizations that are characterized by a stable mode of operation, relative independence from external environment, permanent specialization. If any of the three listed conditions (amount of work, specialization, radius of service, etc.) is violated, this structure becomes ineffective.

In some cases, it is of great scientific and practical interest. program-target structure, based on the integrated management of the entire system of works, including the feasibility study of the project, the formation of a design estimate documentation, construction, installation of technological equipment, production. The basis of this progressive form of management organization is a special management body, whose tasks include the formation and coordination of the activities of all functional units. Varieties of the program-target structure are project, matrix and some others. Under project management understand the overall management of all labor, financial and material resources required for the design and construction of the facility within the specified time frame and within the approved estimated cost.

Project management structure (Fig. 23.3) is formed for the specific tasks of large construction projects and projects, the implementation of which requires the involvement of qualified specialists. After completing work at the facility, members of the temporary teams return to their specialized units. A constant change in the point of application of forces contributes to an increase in the creative activity of specialists.

The structure of project management differs from all those discussed above in that in this very progressive form of organization, the requirements of a systematic approach to achieving the goal are implemented to the greatest extent. It determines the composition of qualified specialists endowed with the necessary powers. The management bodies created on the basis of the approach under consideration are a mobile mechanism for the simultaneous implementation of several projects on the principles of priority of the global goals of the organization, dominating over private (local) goals of a functional nature. The ability to quickly adapt to the current situation ensures a flexible and prompt response to changes in external and internal conditions.

The structure of project management depends on the types of projects for which it is formed and specializes. Despite the variety of solutions, there are quite a few general principles, such as:

the need to report each member of the project team to only one head of a higher level of management;

compliance management standards, i.e., the normative number of subordinates that a manager can effectively manage (the rational norm of manageability for project management systems is 6-8 people);

rational distribution of responsibility between levels of the management hierarchy, as well as between managers and performers at each level of the hierarchy.

The nature of the interaction of the project manager with members of the project team largely depends on the scope of the project. When performing, for example, small projects, a project team is created consisting of 6-8 people, the head of which directly interacts with each subordinate, dispensing with the issuance of instructions and orders. The implementation of medium and large projects requires the formation of groups on a functional, subject or territorial basis. Here, the interaction of the project manager with subordinates can be carried out through documents - administrative (orders), instructions, instructions and reporting (memos, reports, reports).

The project management structure usually includes two levels. The first, organizational level is represented by units responsible for development strategy, research and development, finance and resources; the second, actually design - by the services directly developing and realizing investment projects.

With all the other positive aspects of project management, introduced into practice during the Second World War in the implementation of important, complex and often secret projects, conflicts often arise between these levels on the basis of the division of functions and powers. At the project level, the selection and preparation of design solutions that require certain knowledge in the field of technology, economics, sociology and other disciplines are carried out. The prepared aggregated information is transferred to the organizational level, where the project documentation and the feasibility study of the project are developed.

The effectiveness of project management depends on the activities of functional executors subordinated to at least two managers - the functional manager and the project manager. If the performer is permanently subordinate to the functional manager, then to the project manager - temporarily, that is, for the period of work on this project. Since most often the contractor simultaneously takes part in several projects, he is subordinate to several managers, each of which considers and evaluates the activities of the contractor from the standpoint of contribution to his project.

The project management system, as shown by foreign and domestic experience, despite certain problems of interaction between structural units, contributes not only to reducing the time of project implementation due to the prompt solution of tasks arising in the course of implementation, but also to saving resources.

In the practice of project management, widespread matrix Structure, created on the basis of dual subordination of specialists of functional services. At the same time, specialists are registered in a functional unit and report to its head, but participate in the performance of specific tasks for the implementation of an investment project headed by its head. The connections between the teams of workers temporarily created for the project and the functional units from which these groups of specialists came from create enough flexible interaction matrix. At the same time, the project manager is responsible for the final results of its implementation, including production costs, time spent and quality, and the functional manager determines the composition of the performers to perform specific work on the project.

The project manager controls the activities of specialists of functional units, timely identifies difficulties that impede the performance of work, errors and takes measures to eliminate emerging problems, if necessary, contacting higher-level managers.

The possibility of attracting highly qualified specialists to work on the project makes it possible to achieve its high quality with minimal time and cost for the implementation of the project as a whole.

The disadvantages of the matrix management structure are frequent overloads of functional units, which entails intra-company conflicts, which are eliminated mainly with the help of better planning for the workload of specialists.

The matrix organizational structure of management cannot be effectively used without a strategic plan that takes into account the prospects for the performance of work and the need for resources. Drawing up a matrix budget requires a large amount of reliable information, which is not always possible to obtain, therefore, the formation and refinement of strategic and annual plans is ongoing.

The process of determining the load of functional units is completed by drawing up a plan that reflects the following elements:

task distribution structure;

the complexity of the work;

work schedule;

schedule of movement of project specialists.

The successful implementation of the matrix structure of project management largely depends on the organization of control over the progress of work, therefore, as a rule, monitoring is constantly carried out, reports are compiled, and in critical situations, measures are taken in a timely manner to eliminate deviations from the planned deadlines for the implementation of individual works and the project as a whole.

Each of the considered organizational management structures has specific advantages and disadvantages. The choice in favor of a particular structure is made taking into account factors such as:

the scale of the project;

the complexity of the project;

duration of the project cycle.

Linear or functional structures are best suited for small projects, while matrix structures are more appropriate for medium-sized ones. The project structure meets the features of large and complex projects.

Equally important is the right choice of the project manager, who must not only be able to represent the client's interests, but also have good engineering background, good business skills, economic thinking and work experience, as well as the ability to cooperate in order to make reliable and effective decisions.

Correct answers at least 90%

For quick search on the page, press Ctrl + F and in the window that appears, type the query word (or the first letters)

... refers to the shortcomings of project organizational structures

Lack of a detailed division of labor by type of work

Decentralization of decision making

Decreased manufacturability in functional areas

... refers to the conditions for the application of organic organizational structures

The narrow front of the work of performers
+ Low level of structuring of tasks and problems
Clear responsibility

... refers to the conditions for the application of mechanistic organizational structures

Officiality and impersonality

Ability to use clear metrics

"Blurred" responsibility

The benefits of matrix organizational structures include...
+ the project and its goals are in the spotlight

conflicts arise between design and functional structures that create big problems when making project decisions

there is a serious problem of distribution of powers between project managers and heads of functional units

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The benefits of functional organizational structures include...

increasing the number of interactions between individual participants in end-to-end, horizontal processes, thus reducing the effectiveness of communication
stimulation of business and professional specialization

The benefits of project organizational structures include...

The direct subordination of employees to the project manager is implemented and thus the unambiguity of the direction of the efforts of these employees is achieved

the project manager forms a reserve of additional resources
reduced manufacturability in functional areas

The disadvantages of matrix organizational structures include that ...

the project and its goals are in the spotlight
it becomes possible to flexibly adjust the organizational structure from a weak matrix to a strong one
+ the principle of unity of command is violated, which disorients the staff and causes many conflicts

The disadvantages of functional organizational structures include ...

a decrease in the number of interfunctional conflicts and a decrease in the effectiveness of achieving
common goals

Encouraging Functional Isolation

stimulation of business and professional specialization

... refers to the features of the companies of the future

Individual activities

Focus on domestic markets

Availability of virtual groups within companies

... refers to the direction of company transformation

Rejection of the system of hierarchical subordination
Increasing the number of hierarchical levels
+ Reducing the number of hierarchical levels

Classification from the point of view ... includes the division of organizational structures into functional, matrix and project

external environment

relation to the structure of the organization

The tasks of the project management office include

preparation of company development programs
+ conducting trainings for staff

management of the functional divisions of the company

To the tasks information center» applies...

generation and analysis of reports

Collection of information

conducting trainings for staff

The tasks of the project support office include...

Methodological assistance to project managers
conducting trainings for staff
formation of project portfolios

The share of organizational resources involved in the implementation of the project - from 15 to 60%; the project manager is full-time and has low to medium authority; command status is temporary - this description is typical for...

"weak" matrix organizational structure

functional organizational structure
+ balanced matrix organizational structure

The use of a dual organizational structure is advisable when ...

the role of the customer and the general contractor is combined in one organization

The customer and the general contractor are equally important when making decisions onproject or perform work of equal importance

the customer of the project assumes the functions of project management, transferring most of the work to contractors

Dedicated organizational structure

complex organizational structures

If the project is one-time for the parent organization, it is advisable to use ...

dedicated organizational structure
+ complex organizational structures
dual organizational structure

The ability to form... is one of the benefits of implementing a project office as a unit

project portfolios in accordance with the interests of the project manager
company strategy in accordance with the project portfolios accepted for implementation
+ project portfolios in line with the company's strategic goals and industry development trends

Within the framework of functional organizational structures, the following smoothing methods are used using ...

Intermediaries n teams

teams and project manager

referees and teams

Within the framework of the “Management is a function ...” scheme, own divisions of the company responsible for the project implementation can be involved on a temporary basis in the implementation of direct work on the project

management firm
subcontractor
+customer

Within the framework of the "Management - the function of the management company" scheme, direct work on the project is carried out ...

subcontractors
project customers
+ management company

A variety of "complex" organizational structures includes a scheme ...

"Management is a subcontractor function"

+ "Management - a function of the customer"

"Management is a function of the project manager"

Traditional organizational design tools include...

resource matrices

succession matrices
+responsibility matrices

The characteristics of mechanistic organizational structures include ...

Lots of detailed rules and procedures

goals are blurred and dynamically changing

employees respond to financial incentives

The characteristics of organic organizational structures include ...
structuring tasks and problems

power is questioned and tested, requires confirmation from subordinates
+informality

... is a group of people with common goals, who in the process of cooperation practically do not communicate personally and each of which plays a role in the project

Project virtual office
Project virtual environment
+Virtual project team

Successful implementation of complex long-term projects is unlikely within the ... organizational structure

matrix
+functional
design

The role of the customer within the scheme "Management - the function of the management company" -

Control of individual intermediate and final results

allocation of permanent resources for the project, formation of the organizational structure of the project
operational, current control for the status of the project

The role of the project manager...

in a weak matrix structure is constant, and the project team is temporary
+ in a balanced matrix structure is constant, and commands are temporary
in a balanced matrix structure temporary, like the project team

The project office as an infrastructure is...

company management

structural unit of the company

Place

"Organistic" (adaptive) are: ...

functional and project organizational structures

project-based, balanced matrix and strong matrix organizational structures

Project and matrix organizational structures (strong, weak, moderate)

We return to the issue of organizational structuring project activities. This time we have to study in more detail the question of how the project management structure can be integrated into the organizational structure of the entire company that is the project manager. It is proposed to consider in detail the advantages and disadvantages of possible organizational models of such integration, to determine the factors influencing the choice of the most suitable option for the dominant culture and established management practices.

Project participants from the position of its organization

The organizational structure is often called a rigid decomposition of the system of power in a controlled system of relations. But does the project have the features of an organizational unit? It is safe to say that it does, regardless of whether it fits into a more general system of power relations: functional, project-oriented, or otherwise. It should be noted that we are considering commercial organizations that have overcome the stage of "Childhood" and have passed the first stages of "Youth". That is, we are talking about entities that conduct fairly large-scale activities and have developed regular management.

The organizational structure in the general theory of management is such a device of the management system, which is characterized by a set of allocated organizational units ( officials and departments they lead). In addition, lines of power interaction from the subjects of control and the relationship between structural units as objects of control are built in the structure.

There are two groups of organizational structures involved in the process of regulating the company's project activities.

1. Permanently active.
2. Temporary.

The first group includes the strategic structural level. It is also called the top management level of an organization. This bridgehead determines the strategic objectives of the activity, investment policy and tactics of investment processes. Project curators are appointed and their leaders are approved, budgets are allocated, resources are allocated, and project activities are monitored. There are:

• the sole executive body represented by the General Director;
• Board of Directors;
• council for development (investment) and innovation;
• project committee;
• budget committee;
• directors (managers) of project portfolios.

The operational level of permanent bodies is associated with the organization and development of project activities in the company. Bodies such as a project office or even an entire project management service are represented here, including a system of project offices, including offices of functional divisions. Often to operational level line managers and heads of functional departments of the organization are connected.

Model of the environment, organs strategic management and execution of project implementation

If, however, we move from the level of the entire organization to the size of a local project, then the scheme presented above allows us to focus more deeply on the structural links between the development strategy and the actual implementation of an individual project. This helps to more clearly present the organizational model of the project activity of the enterprise, which, with varying degrees of interpretation, is replicated for the entire investment portfolio. The next section will be devoted to temporary organizational structures, namely the structures of the project team.

Temporary organizational structures

The organizational structure of the project is largely determined by the type of project being implemented. If we are dealing with development projects or unique tasks of ensuring the main production process, then the organization of projects is built within the framework of the functional or, at best, process structure of the enterprise. The design structure here has its own specific features that distinguish such a unit against the general background of the established culture and architecture of industrial relations. If the so-called contract projects are being implemented, temporary structures are more integrated into the overall “fabric” of organizing and structuring the business.

Problems of structuring a design organization

Indeed, a project within the design company is not an independent unit, although for large projects it is not uncommon for a dedicated entity to be created for a large-scale task. economic activity. This is sometimes justified, but this phenomenon is not so frequent. We are still looking at the standard situation of the organizational model of activity. We are interested in the types of project structures that are named in the preamble of this section. The main problem of effective structuring is that between projects (as temporary activities and the fundamental principles of structuring the organization) there is a contradiction, a kind of hidden antagonism.

1. Design tasks are unique. They have a beginning, an end, in other words, their life cycle is limited within the framework of the continuous activity of the company. At the same time, the whole company lives in the mode of economic circulation, routine, current problems, regular predictable events.
2. Projects and the entire organization have a different nature of performance. Although they are in contact in the post-investment phase, they are still diametrically different. Projects form certain "leaps" of efficiency, new centers of income and profit generation. It is a stream of "micro-revolutions" in organization and/or profitability. The whole company builds efficiency in the general evolutionary reproduction of the main and supporting business processes.
3. The “fabric” of project organization is either parallel to the main power-functional system, or separated from it, but by no means completely. This parallelism "breaks" the traditional zones of power, concentrated in the hands of functional leaders or business process owners.
4. The essence of design tasks is mainly interdisciplinary in nature. This means that almost always the coordination of the actions of specialists of different levels and directions is required. Take, for example, an implementation project new service and bringing it to market. Marketing, finance, personnel, production, sales are necessarily connected for the successful implementation of such a task. In the context of the development of project practice, competition for resources of various functional areas is intensifying, and the conflict of interest is inevitably aggravated.

It is worth noting that the structural problem as such is not a problem. This is a temporary difficulty in harmonizing the so-called "hard links" (hard ties) in power management relations. At a higher level of development of the management school, a solution will inevitably be found and rules like “2x2” will appear, based on which it will be easy to select standard templates that provide the greatest organizational efficiency. But while the process of developing such mechanisms is underway, we are guided by rather crude means of organizational optimization.

Project organizational structure as a unit of activity

The organizational structure of the project as a unit of activity in any case takes some attention of the top management of the company. This happens through a series of events at the strategic and tactical levels of command. The organizational plan is embodied through the procedures carried out by a special body, which must inevitably be created at a certain stage of improving the management system. The name of such a body can be varied. The most common name is the project committee. It is sometimes referred to as the managing board of a project activity or an individual project. It happens that the functions of such a body are assigned to the strategic controlling group.

By the project steering council (project committee) we mean a body acting on a temporary basis for the overall control of the progress of the project and the achievement of its goals, taking into account the interests declared by its key participants. The project committee consists of representatives of the main interested parties. The curator must participate in its work. In addition to him, the committee also includes a number of top and middle managers, representatives of organizations that have an interest in the project.

Example of an organizational structure for a project

The above is a typical diagram of the organizational model of the project. On it, the project structure, as already noted, is divided into bodies external to the project, and bodies internal organization works. External bodies, as a rule, remain at the strategic level, and at the tactical level they exercise only control. Below this level, the design is structured as a PM power architecture. Below it, there are two structures.

1. Project management team.
2. Project team as a group of performing work and solving planned tasks.

In addition, before these structural formations, there was still working group, but it is rarely formalized, and due to the short running time, there is no need to single it out structurally. The organizational structure of project management includes a significant figure of the curator, who is the link between the project manager and top management. It is right when it is the curator who forms the organizational model and develops the organizational structure of the project himself. In practice, this is difficult to find.

Typically, after accepting responsibility for the project, the PM proceeds to form both the project management team and the execution team. Its main task is to select such compositions of the two bodies so that the knowledge and competencies of the participants in the best way would allow building work aimed at the desired result. For these purposes, he is provided with the services of a project office or only an administrator.

Thus, the manager is not alone in his management activities. From above, it is supported by the curator, controlled by the project committee. Next to him, office work and coordination is carried out by the project administrator.

Integration of the project structure into a common context

Organizational management structures, taking into account integration models, we have already considered in an article on the topic. In this material, horizontal, vertical and diagonal types of power relations used in such decisions were highlighted. The characteristics of the main organizational forms combinations of project and traditional types of management. The question remained unresolved which version of the form to choose in each specific case of established practice.

Functional and purely design approaches

With a functional approach to integration, the organizational structure of the project in the business development paradigm is implemented in the least traumatic and conflict-free way. The functional-hierarchical model is not violated. The role of the project manager is performed by the heads of departments, to which unique tasks are most suitable in terms of area of ​​responsibility. If the block of work on the project falls within the competence of other structural units, then the head responsible for the result either directly addresses the relevant head of the service, unit, or acts through top management. Naturally, this approach has both advantages and disadvantages. The benefits here include the following.

1. Ease of organizing and launching a project event.
2. Better opportunities for flexible use of labor resources.
3. No conflict on the use of highly qualified specialists on a number of projects at the same time.
4. The knowledge and experience gained in the course of work is better generalized and accepted by the team of the responsible unit.
5. The least costly mechanism.

disadvantages this method organization of activities lie in the impossibility of implementing the project event as holistically and comprehensively as possible. Functional interests inevitably prevail in the activities of units. Projects can be put aside overnight if the “wave of current problems overwhelms” the course of routine events. Specifically, the shortcomings include the following.

1. The lack of a single responsible person for the result.
2. Possible inconsistency in the priorities of work on several projects and ongoing activities.
3. Cooperation is difficult.
4. Communication channels are cumbersome.
5. Low staff motivation for the success of a unique task.
6. The illusion of a low budget.

Organizational model of the functional approach

Many of the shortcomings of the functional approach turn into advantages if the so-called "pure" project organizational structure is used. With this method of organization, the PM has full power over the employees assigned to it. In the mode of a dedicated design structure, it may well get along with the traditional functional model.

Organizational model of the selected project structure

The advantages of the design organization form the basis for choosing this method of business structuring.

1. Concentration of power over the project personnel in one hand.
2. PM is the sole responsible resource for the task of the event.
3. Communication channels are optimized through direct calls.
4. The team feels like a complete unit.
5. The integrity of the project is supported by an appropriate structure.

The disadvantages of the project method of organization, as usual, are reverse side its benefits. First of all, high costs repel its use. There is a high risk of low workforce utilization, which can be quite frustrating when unique specialists are included in the team. Probably duplication of personnel in different projects and irrationality of functional compositions. The team may be isolated from other units.

Matrix organizational structure options

The organizational structures of project management of the matrix type at the time of their development were designed to level the shortcomings of functional and project models. This is dictated by the desire to create new advantages that can make the organization of project events more harmonious. It is difficult to judge how successful this has been. Matrix structures, especially balanced ones, take root in Russia with difficulty, since their mechanisms are very subtle, and the found balance of interests of functional managers and PM is easy to break if careless.

Matrix organizational model of the company's project activities

The main idea of ​​the matrix approach is to delimit the powers of the above leaders. At the same time, the ideologists of the approach strive to ensure that the scope of authority does not overlap, and employees do not find themselves in a situation of dual power, a failure in coordinating regular and unique tasks. We must also not forget that in addition to project regulation in modern commercial organizations there is a procedural approach that competes very successfully with projects for resources and also opposes functional architectonics. Traditionally, organizational matrices are divided into:

• weak;
• balanced;
• strong.

Advantages of the matrix approach	Disadvantages of the matrix approach
1. The project and its goals are at the center of attention – just like the needs of the clients	1. Conflicts arise between the project and functional structures, which create big problems in making decisions on the project
2. All the advantages of functional structures are retained to optimize activities in functional areas and use resources for the needs of several projects	2. There is a need to coordinate the activities of several projects, for example, on issues such as the allocation of limited resources
3. Significantly reduces staff anxiety about careers at the end of the project	3. There is a serious problem of distribution of powers between project managers and heads of functional units
4. It becomes possible to flexibly adjust the organizational structure within a wide range: from weak matrix to strong	4. The principle of unity of command is violated, which disorients the staff and causes many conflicts

The matrix approach to organizing project activities in a company has its advantages and disadvantages, which are listed in the table above. In addition, each of the varieties of matrices has special features that should be considered when choosing a particular organizational structure. The closest to the functional structure is the so-called weak matrix. Its only difference is that dedicated project managers appear, performing mainly a coordinating function. He resolves all issues by contacting functional managers, and, if necessary, to managers at a higher level.

The opposite position is occupied by a strong matrix, which gravitates toward the project form of organizing activities. However, in a strong matrix, the project does not become an equal unit with functional divisions; it also “penetrates” the functional hierarchies horizontally, drawing labor resources from them for its tasks. At the same time, the authorities of the Republic of Moldova prevail over the managerial capabilities of the heads of structural units of a functional orientation.

Balanced matrices are the most conflictogenic. Members of project teams are in dual subordination and are required to fulfill the tasks of their current activities and unique project activities. Current practice indicators may be based on functional or process approach. The results of project tasks form additional indicators that sometimes come into conflict for the dominant attention of employees. Naturally, this model is more intense and requires a special managerial art from the company's management.

Matrix view	general characteristics	Scope of application	Approach Disadvantages
Weak Matrix(tends for functional organization)	This is a kind of compromise that allows you to save the power of functional leaders and increase the effectiveness of project coordination.	Works well for organizations implementing internal projects for your own development.	The main shortcomings of the functional method of organization remain, but the level of achievement of the set design task is increasing.
Strong Matrix(tends to a “purely” design organization)	The PM is responsible for completing the project task as a full responsible resource. He, as it were, “buys” personnel for the project from functional managers and sets tasks directly to members of the project team.	The scope is quite limited mainly by project-oriented business: construction, consulting, IT development, etc.	Higher cost of implementing an organizational model. Competition for best staff between project managers. Reduced level of power in the heads of departments, turning into administrators.
Balanced Matrix(located somewhere in the middle between a functional and a “purely” design approach)	Responsibility for the project is shared in close proportion between the PM and the functional manager. The PM is responsible for the coordination and integrated outcome of all work. The head of the department is responsible for the results of work in a narrow functional area.	Works at the stage of developed regular management and high managerial business culture.	High competition for power, task budgets and motivational budgets. Fragile organizational model, requires high leadership competencies.

How to choose a model?

Is the organizational structure of the company from the standpoint of the implementation of a specific project a constant phenomenon? It was not in vain that at the beginning of the article we divided the structures into permanent and temporary. Projects introduce an element of mobility into the organizational business model. Why? Because each project is a unique task, and the company has a whole portfolio of these tasks. Some projects are closed, some are opened, and all of them must be integrated into the overall organizational “fabric” of activity, penetrate into the conditionally perpendicular “fibers” of vertical-horizontal connections of power, interaction and functional sequences.

Therefore, we comprehend the issue of organizational structures of projects in the context of the simultaneous diversity of integration events. At a particular point in time, a unique combination of organizational forms operates. The main thing is that in this case there should be no effect of congestion, which serves as the basis for organizational chaos. Criteria and conditions for local selection of the project integration structure are shown in the table below.

Criteria and conditions for choosing an organizational structure for project implementation

Once again, I want to remind you that we are talking about companies that have developed from the standpoint of regular management. For young businesses, this approach is simply unacceptable. The maximum that can be expected from organizational decisions in the conditions of the initial stages of the life cycle is a functional approach or weak matrices. Simply, at the beginning of their development, as a rule, enterprises themselves do not go beyond the scope of the investment project being implemented.

Can we say that the criterion basis shown above is optimal for an informed choice? I think not. If anything, management teams wouldn't so often bring in organizational consultants to solve the many problems that come along on the thorny path of finding best practices. Any organizational modifications usually affect the entire management system. The motivational component may turn out to be “injured”, budgetary and financial aspects require additional attunement to the ongoing changes. Communications logistics can be seriously affected and need to be re-examined as well.

Nevertheless, I am full of restrained optimism and believe that the future belongs to softer and more flexible practices (soft technologies). High level of automation and elements artificial intelligence should help in building harmonious and dynamic models of the organization. In them, the primacy of the cultural aspect will be combined with a symbiosis of functional, procedural and design paradigm. At the same time, the power of functional leaders, process owners and PM will not lose focus, but, on the contrary, will gain clarity and compactness, based on the respective tasks. This requires new principles and rules of management in the reality that is already coming. And this will inevitably happen.

A Project structure

Design structures- these are the management structures of such important activities of the company with strict restrictions on costs, terms and quality of work. Traditionally, the head of a department in any big 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 activities and less to others. As a result, the inability to take into account all the features, all the details of projects can lead to the most serious consequences. To manage projects and, above all, large-scale ones, special project management structures are used. For organizational projects, for example, the development and development of new types of products and technological processes, etc.

Under project management structure understoodtemporary a structure created to solve a specific complex problem (project development and implementation). The meaning of the project management structure is to bring together the most qualified employees of various professions into one team to implement a complex project on time with a given level of quality and within the material, financial and labor resources allocated for this purpose.

The project management structure assumes the provision of centralized management of the entire course of work on each major project.

There are several types of project structures. As one of their varieties, one can cite 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 groups include the necessary specialists: engineers, accountants, production managers, researchers, as well as management specialists. The project manager is endowed with project authority (full power and control rights within a particular project). All team members and all resources allocated for this purpose are completely subordinate to him. The project manager's project authority includes responsibility for project planning, for scheduling and progress of work, for spending allocated resources, including financial incentives for employees. After completion of the work on the project, the structure disintegrates, and the personnel moves to a new project structure or returns to their permanent position (with contract work, they leave).

Figure 1 - Project structure

Advantages:

integration various kinds activities of the company in order to obtain high-quality results for a particular project;

an integrated approach to project implementation, problem solving;

concentration of all efforts on solving one problem, on the implementation of one specific project;

revitalization of the activities of project managers and performers as a result of the formation of project teams;

strengthening the personal responsibility of a particular leader 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 a 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 place of the project in the network of projects of this company;

the formation of project teams that are not sustainable formations deprives employees of awareness of their place in the company;

when using the project structure, there are difficulties with the prospective use of specialists in this company;

there is a partial duplication of functions.

B Matrix org. structure

One of the most complex adaptive type control structures is the matrix structure. This structure was proposed by Kaori Ishikawa in the 1970s and, with minor changes, still functions today at Toyota and at many other companies around the world. It was originally developed in the space industry. Now it is used in the electronics industry and in high-tech areas.

Such a structure is a network structure built on the principle

double subordination of performers: on the one hand - to the direct 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 authority 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, 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.

Such a structure is characterized by double, triple and more complex subordination of structural units. According to this structure, various committees are created, commissions of specialists from various organizations that are not related to organizational subordination. Yes, it can be said about it that it is mobile, flexible, universal, although it can also cause damage to specialists in the performance of permanent duties. The most important task of top management is to maintain a balance between them - the main task of the head of the company. In connection with the foregoing, a distinctive feature of the organizational structure of matrix-type management is the presence of two managers with equal rights among employees at the same time.

The matrix structure is most often an overlay of the 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 particular problem. Matrix control 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 units 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 direct 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 the so-called project authority. Project managers retain the right to determine the priority and timing of solving a particular problem, while the heads of structural divisions can only choose a specific contractor and solution methodology.

The advantages of the matrix structure are:

obtaining high-quality results for a large number of projects, programs, products;

significant activation of the activities of managers and employees of the administrative 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 field of active creative activity for implementation organizational projects and, above all, on the accelerated technical improvement of production;

reducing the burden on senior managers by transferring decision-making powers to the middle level while maintaining the unity of coordination and control over key decisions at highest level;

strengthening the personal responsibility of a particular leader 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 intraorganizational barriers without interfering with the development of functional specialization.

Disadvantages:

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 in implementation, but also in operation;

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 this structure, ambiguity is generated in the role of the executor and its leaders, which creates tension in relations between members labor collective companies;

within the framework of the matrix structure, there is a tendency towards anarchy; in the conditions of its operation, the rights and responsibilities between its elements are not clearly distributed;

this structure is characterized by a struggle for power, since within its framework the powers of authority are not clearly defined;

this structure is characterized by excessive overhead costs due to the fact that more funds are required to maintain a larger number of leaders, as well as sometimes to resolve conflict situations;

there is a partial duplication of functions;

At the same time, it should be noted that the transition to matrix structures, as a rule, does not cover the entire company, but only some part of it.

The main purpose of creating the organizational structure of the PM is to coordinate the interaction between the project participants in terms of tasks, processes and responsibilities. The organizational structure is the most important project management mechanism, the basis for the formation and implementation of the activities of the PM team.

The organizational structure of project management reflects the composition of the elements of the management system and the links between them. These elements are official and structural units, between which there are either vertical (administrative and functional) links that provide administrative decision-making processes, or horizontal (technological) links that are responsible for the processes of work.

According to the PMBOK, the following structures are distinguished:

1.Linear-functional- project management is carried out by the curator through the functional heads of departments participating in the project.

Advantages:

Stimulates professional specialization;

Improves coordination and use of resources in functional areas;

Helps to improve the manufacturability of performing operations by function.

Disadvantages:

Stimulates functional isolation;

Increases the number of interfunctional conflicts;

Reduced effectiveness of communications;

Functional manufacturability is not conducive to solving complex problems.

2.Design is a temporary structure created for the development and implementation of the project. Its purpose is to form project team from different specialists. The team should include individuals who are functional project leaders, responsible for it in each of the functional areas.

Advantages:

The project has a holistic, horizontal, target orientation;

Direct subordination of employees to the project manager, reduction of communication links from employees to the project manager and from him to senior management;

Unity of making decisions and issuing commands;

Simplicity and flexibility in project management.

Disadvantages:

Duplication of functional areas and reduced resource use efficiency;

Reduced manufacturability in functional areas;

Inconsistency in the implementation of organizational procedures and principles of functioning.

3.Matrix- reflects the consolidation in the organizational structure of the company of two directions of management: vertical (by functional divisions) and horizontal (by individual projects involving employees from other divisions). Depending on the authority of the project manager, there are weak and strong matrices. In the case of a weak matrix, team members are not managed directly, but through functional managers. Takes place when project organization performs many small but not routine projects. A strong matrix implies a project manager with the authority to directly give orders and demand accountability from the functional units that make up the project management team. The use of matrix structures places high demands on the level of managerial knowledge and skills, since it is extremely difficult to manage.

Advantages:

The project and its goals are in the spotlight;

Efficient use of resources for the needs of several projects;

The ability to flexibly "customize" the organizational structure: from a weak matrix to a strong one.

Disadvantages:

Possibility of conflicts between design and functional structures;

The need to coordinate the activities of several projects;

The problem of distribution of powers between project managers and heads of functional units.

4. Mixed (hybrid)- combines the above structures, characteristic

It is characterized by flexibility, quick response to changes. It is used for the implementation of an internal stand-alone project or for the gradual "growing" of the project.

Organization chart reflects the influence of the system of interaction between project participants on the project management system. Specialists identify the following schemes of organizational structures: "dedicated" organizational structure; "project management"; "total project management"; "dual" organizational structure; complex organizational structures.

A “dedicated” organizational structure, or adhocracy (from Latin ad hoc “on the occasion”) is created exclusively for one project within the framework of the parent organization (general contractor, customer and investor in one person), after the implementation of which it is liquidated. "Separation" means the creation of an independent enterprise controlled only at the highest level, or structural unit within the parent organization. For this scheme, functional or design structures are appropriate.

"Project Management" - a permanent project structure within an organization that regularly implements one or more projects. Matrix structures are appropriate for this scheme.

« General management projects” is formed in conditions when the activity of the parent organization consists entirely of project management activities, they form a single whole, while the resources are common and used jointly. For this scheme, matrix and design structures are appropriate.

A "dual" (dual) organizational structure for project management occurs when two equivalent organizations participate in a project and form a joint project management committee. It applies when:

The project owner and general contractor are equally important in making project management decisions;

There are two equal investors or project initiators who are actively involved in the implementation of the project.

For closer integration of the activities of 2 project participants, you can use both matrix and project structures or mixed structures.

"Complex" organizational structures are formed in case of participation in the project of more than two organizations, which implement different, but significant functions in this project. They have the following varieties:

Project management is implemented by the customer, while the organizational structure of the project is formed by the customer, as a rule, functional;

Project management is implemented by the general contractor, to whom the customer transfers the project management functions, leaving behind the function of monitoring the results and creating, as a rule, a matrix organizational structure for project management;

Project management is implemented by a specialized management company, which the customer entrusts with project management functions. The management company implements management, does not perform any work on the project, transferring them to the general contractor, who may involve subcontractors in the performance of individual works. For this scheme, it is advisable to use a matrix or project management structure for the project.