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What is the structure of the project? Organizational structure of the project. Organizational structures of project management

The project structure is used to determine the final result to be obtained, and also to link it with the required resources, activities, labor and equipment. The structure also allows you to associate the elements not only with the product or product that will arise in the end, but also themselves with each other. The formation of the project must begin with what will happen at the end. Next comes the basic breakdown of the blocks, which continue to crumble and increase in quantity until the smallest detail necessary in production is taken into account. This process also includes the establishment of not only vertical, but also horizontal links between the elements, if such actions are necessary.

What is the structure of the project?

The activity of any company in the world begins with the development of a general plan of action. For example, the company has an order for the supply of pasta. Now management, specialized departments, analysts and other stakeholders form a plan, which is the structure of the project. In this case, you need to determine where to get the raw materials and where to process it to the desired state. These are already two blocks. Each of them can develop further. The issue of raw materials can be broken up into the search for a supplier, transport for transportation and quality control. Processing of raw materials, in turn, is also divided. It is necessary to decide which room to use, where to find equipment, specialists, installers and how to start the production cycle. This is just the simplest example, because blocks will continue to be shared until there are no more questions left. This is how the basic structure of the project helps to achieve the desired result in the given time. When each performer accurately understands his functions and actions, to realize what each specific element is performing for, and what should ultimately happen, only then will the maximum efficiency of the enterprise be achieved.

Dedicated structure

The simplest organizational structure of the project is described above. But this is only the beginning. There is such a thing as a dedicated structure that relates both to the organization of the company as a whole, and directly to a specific project. There is a certain company in which there is a clear division into functions, features, production cycles and employee search. But for the whole mechanism to work, management must first find a suitable project that will bring profit. This is the responsibility of an entirely different firm, which has its own structure. This is the dedicated type of organization. For example, the company occupies the production of metal products. The system is worked out, but it is unclear what exactly will be profitable to sell, and what goods will lead to losses. For this, another analytical firm is hired, which studies the market and issues its recommendations. Based on them, the whole mechanism of work of the first company comes into effect.

Dual type

This is the second type that a project management structure can take. It implies the presence of two companies, each of which performs its part of the work. Subsequently, these elements are connected, and the final product is obtained. The same applies directly to projects within the same company. Take, for example, a company that creates computer games. One of her department is responsible for creating graphics, and the second - for the storyline. Only when both components are ready and connected to each other, there will be a finished product. This is usually done by another department (or company), which ensures interaction between different structures and regulates their activities.

Complex construction

This structure of the project is characterized by the presence of many departments (or enterprises), each of which has its own area of responsibility. On the example of the same computer game, the entire system can look something like this: there is a leadership that has made a strong-willed decision to start the product creation. Further there are several departments, each of which must provide part of the total goods. They may not have their own specialists, because of what they have to hire people from outside. Those, in turn, can do the work themselves or trust someone else. That is, the company's foundation is literally a few blocks or divisions. The rest is done by outside organizations. But the final result is already collected by the employees of the main company.

Functional structure

We talked more about the process of organizing the work of the enterprise, although this also has a direct bearing on project management. But the functional structure, which is incidentally the most common and popular, is already a direct reference to projects. Its general principle was formulated in the 20th century by Max Weber. Since then, not much has changed. Such organizational structures of project management are characterized by a strict hierarchy of subordination, separation of powers, labor and functions. Actively applies the standardization of all activities performed and a clear coordination of the whole process. There is no binding of the personality of this or that employee to his functions, which makes it easy and simple to replace them with each other. The main positive features of this structure are the opportunities to stimulate specialization, reduce the total number of actions and significantly save resources. At the same time, there are significant shortcomings. Thus, isolation of different departments occurs, the number of conflicts in the team increases, the overall effectiveness of the whole production cycle decreases, and the connections between the horizontal divisions gradually become more complicated, which should be avoided. Basically, all this is due to the incompetence of the management team. This structure from a simple worker requires a minimum, but from the chiefs - a maximum. They are obliged to respond in a timely manner to the smallest elements and to ensure a very clear interaction between horizontally located groups.

Functions of intermediaries

Since Max Weber was a German, it's no wonder that they have such a system that can work quite effectively. In conditions of easy or strong disorderly management in the domestic enterprises need connecting links. In fact, they duplicate the functions of superiors, not having management rights, but possessing ample opportunities for control. As a result, the structure of the project's work acquired such a notion as intermediaries. These are special people (or whole departments) that regulate the interaction between horizontal groups. Ultimately, such coordinators issue the final result to the senior management simultaneously with the immediate supervisors, whose function is shortened before the transfer of commands and general leadership. If they try to delve directly into the project and ensure the interaction of individual teams, usually the situation only worsens.

Matrix structure

This is the next form that arises as the number of intermediaries increases. This structure of the business project is called matrix. The main problem here is precisely the fact that those same coordinators receive much more control capabilities and, in their functions, approach the heads of departments. It is very difficult to clearly delineate what one leader can indicate and what is different. For simplicity, they are divided into design and functional chiefs. The first provide a common system of interaction departments. They are obliged to clearly and clearly convey to the subordinates the whole idea, as well as to understand the peculiarities of the work of the units. They should establish communication between different employees and take into account their whims, desires and requests. Also, these chiefs are responsible for possible unforeseen situations and the absence of conflicts. Functional managers, in turn, ensure the availability of the required resources, designate the time and place of work, are responsible for the quality of the products manufactured, as well as its compliance with the declared requirements. These people are obliged to adapt very quickly to various conditions, including the most unfavorable for work. They must find a way out of difficult situations and ensure the production of the claimed quality in time.

Project type

This structure of the project is especially useful for those types of enterprises whose activities are tied to one or several projects. In this case, each of them has everything necessary to fulfill its functions. For example, there may be several accounting departments, financial departments, design offices and so on for each of the projects separately. The remaining units, which are not part of any of the groups, provide exclusively auxiliary, albeit very important functions. The human resources department can be one and respond to requests from all departments. Such, for example, may be the structure of an investment project. She has the responsibility of each employee for the final result, very flexible and dilute management and the lack of clearly regulated actions for each employee. Such structures can very quickly change their profile, react to non-standard situations and fulfill orders in the shortest possible time.

Separation and features

All organizational structures of project management can be conditionally divided into two large groups - mechanistic and organic. The first relates to the functional system, and to the second - the matrix system. The project is included immediately in both categories, as it is very flexible. Mechanistic types of structures are characterized by a clear vertical of power, rigidly regulated functions and actions of employees and so on. Organic, on the contrary, are very simple, flexible and do not have the ability to clearly indicate to each employee what and how to do it. Both options have a right to exist. The first is best suited for the production of specific products. For example, a car. When each worker will perform only his functions, nothing will distract him. But for more creative projects it is more advantageous to use a matrix structure, since sometimes "supernumerary" interaction between employees gives the maximum result at minimum costs.

Creature

The structure of the project plan is difficult to compile, because the entire subsequent production process depends on it . It is practically impossible at the initial stage to set precise tasks and identify concrete actions. First you need to select the shape of the structure. It should correspond to the specifics of interaction between all parties of the project, be suitable for its content and successfully operate within the existing external environment. The structure of project management is usually created once for a long time, so it's better to spend more time on it, but to get the most effective result than in the near future to constantly redo it. The next stage is detailed planning for the current situation. At the very end, methodical, organizational, reference and other useful documentation is collected for each stage, department or group of employees. This includes staffing, job descriptions, requirements for the availability of specialists, as well as the application of this in the overall budget of the project.

Distribution by zone of responsibility

As already mentioned above, the organizational structure of the project is based on the responsibility of all categories of employees. It is logical that the higher the personal interest of an individual worker, the more effective the overall process will be. It is necessary to convey to all groups of persons participating in the project the importance of the actions they perform and the impact on the final result. Naturally, do not forget about responsibility. It is necessary to explain how catastrophic the consequences will be if the employee does not fulfill his functions. You can also designate awards for correct work and penalties for mistakes. All this must be known to everyone, and the information itself should be as simple and accessible as possible. For example, somewhere in the job description it will be blurry to write that if the mechanic Sidorov does not work as it should, he will be punished. This is ineffective. It is necessary to say directly that the part he is making is needed for the machine to go. Without this, the project will be disrupted, and the company will incur a loss of $ 1 million. And only he will be guilty. But if this locksmith makes one more detail for the same time, he will receive a bonus of half the salary. Everything is clear, understandable and accessible. The punishment is indicated and there is encouragement.

Features of detail

In most cases, especially when the mechanistic structure of the project works, the maximum detail of any question is required. It is necessary to continue to divide the blocks and elements until there are no unreached details. In some cases this process can occur even when the project starts its work, the main thing is that this does not affect the overall efficiency of the work. But there are also such enterprises in which exact painting of actions and the maximum detailing can only prevent. Usually it refers to creative collectives. For example, the situation with the creation of a computer game was described above. If you distribute clear commands to all employees, the product will be created quickly and at minimal cost. However, excellent ideas or sensible comments from all project participants who could make a masterpiece worthy of many awards from mediocre game will be ignored.

The result

In general, the structure of the project must be thought through in as detailed and precise a way as the current production process requires. It is impossible to apply uniform norms and examples to all enterprises without exception. It is always necessary to take into account a lot of features and parameters that may not be obvious to the majority of employees at the beginning of the project creation, but can become an important problem closer to its end. And the most important thing to remember is that the structure of the project is not a rigidly fixed scheme. It can and must be constantly refined, refined and deepened. Only in this way will it be possible to achieve the highest efficiency for a minimal amount of time and with little expenditure of resources.

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