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 implementation of the project, the project team can only exist within each individual enterprise, forming only part design organization.

Based on this, we can conclude that this form can only be used in large projects, since to create project team you need to have such a volume of work to keep specialists busy for the entire working day and create a separate division.

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 ultimate goal 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;

Provided prompt execution 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 that most closely corresponds to the program-target nature 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).

Matrix structure allows flexible maneuvering by human resourses 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 - regarding the work 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 introduced and removed from the project when needed, combined and recombined into various 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 the main task- 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 innovation activity for the period necessary to solve the problem and obtain the desired result without forming a legal entity.

The initiators of creative scientific teams can be legal entities funders of research, as well as employees who received funds. their composition is formed at the meeting, and its numerical and personnel determined depending on the nature, scope 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.

In the contract and the documents attached to it ( terms of reference, calendar plan, cost calculations) are stipulated:

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 the 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 secures his personnel for projects and is responsible for technical solutions within the scope of their 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. Supervisor design 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 in accordance with 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, is 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 a project as separate organizational units within a 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. Its application leads to processes of decentralization of operational management functions, carried out by production structural units, and centralization of general corporate functions, which are concentrated in senior levels. 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 external environment, fast acceptance management decisions and improving 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.

Majority modern organizations use mixed structures. Thus, functional organizations create special management teams 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.

Definition functional responsibilities 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.

We return again to the issue of organizational structuring of 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 organizer. 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 practice.

Project participants from the perspective of its organization

The organizational structure is often called a rigid decomposition of the system of authority in a controlled system of relations. But does the project have the characteristics of an organizational unit? It can be said with confidence that it has, regardless of which more common system It fits into 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 gone through the first stages of “Youth”. That is we're talking about about entities conducting fairly large-scale activities and having developed regular management.

An organizational structure in the general theory of management is a design of a management system that is characterized by a set of distinguished organizational units (officials and departments led by them). In addition, the structure builds lines of power interaction from the subjects of management and the relationship between structural units as objects of management.

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 level of top management of the organization. On this springboard, the strategic goals of the activity, investment policy and tactics of investment processes are determined. Project curators are appointed and their managers are approved, budgets are allocated, resources are allocated, and project activities are monitored. Here are the following:

• sole executive body represented by the General Director;
• Board of Directors;
• development (investment) and innovation council;
• 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. Here are represented such bodies as a project office or even an entire project management service, including a system of project offices, including offices of functional departments. Often line managers and heads of functional departments of the organization's management are connected to the operational level.

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

If we move from the level of the entire organization to the size of a local project, then the diagram presented above allows us to focus more deeply on the structural connections between the development strategy and the actual implementation of an individual project. This helps to more clearly present the organizational model of the enterprise’s project activities, which, with varying degrees of interpretation, is replicated across the entire investment portfolio. We will devote the next section to temporary organizational structures, namely project team structures.

Temporary organizational structures

The organizational structure of a project is largely determined by what type of project is being implemented. If we are dealing with development projects or unique tasks of supporting 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 from the general background of established culture and architecture industrial relations. If so-called contract projects are implemented, temporary structures are more integrated into the overall “fabric” of organization and business structuring.

Problems of structuring a design organization

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

1. Project challenges are unique. They have a beginning and an end, in other words, their life cycle is limited within the ongoing activities of the company. At the same time, the entire company lives in a mode of economic circulation, routine, current problems, and regular predictable events.
2. Projects and the entire organization have different natures of performance. Although they come into contact in the post-investment phase, they are still diametrically different. Projects create certain “jumps” in efficiency, new centers for generating income and profit. This is a stream of “micro-revolutions” in organization and/or profitability. The entire company builds efficiency in the overall 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 not completely. This parallelism “breaks” the traditional zones of power concentrated in the hands of functional managers or business process owners.
4. The essence of design tasks is mainly interdisciplinary in nature. This means that coordination of the actions of specialists at different levels and areas of focus is almost always required. Take, for example, a project to introduce a new service and bring it to market. Marketing, finance, personnel, production, and sales are necessarily involved in the successful implementation of such a task. In the context of the development of design practice, competition for resources from different functional areas is intensifying, and the conflict of interests is inevitably intensifying.

It is worth noting that a structural problem is not a problem as such. This is a temporary difficulty in harmonizing the so-called “hard links” in power relations of management. 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 effectiveness. But while the process of developing such mechanisms is underway, we are guided by rather crude means of organizational optimization.

Organizational structure of the project as a unit of activity

The organizational structure of the project as a unit of activity in any case occupies some attention of the company's top management. This occurs through a series of events at the strategic and tactical levels of management. The organizational plan is embodied through 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 project committee. Sometimes it is called the governing council 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 project management council (project committee) we mean a body that acts on a temporary basis to general control the progress of the project and the achievement of its goals, taking into account the interests declared by its key participants. The project committee includes representatives of key stakeholders. The curator is required to participate in his work. In addition to him, the committee also includes a number of senior and middle management managers, representatives of organizations with an interest in the project.

Example of project organizational structure

Above is a typical diagram of the project's organizational model. 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 only exercise control. Below this level, the design is structured as a PM power architecture. Below it, two structures emerge.

1. Project management team.
2. The project team is a group that executes the work and solves the planned tasks.

In addition, before these structural formations there was also a working group, but it is rarely formalized, and due to the short time of work there is no need to separate it structurally. The organizational structure of project management includes a significant figure of the curator, who is the link between the project manager and senior management. It is correct 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, having assumed responsibility for the project, the PM begins to form both the project management team and the execution team. Its main task is to select such compositions of two bodies so that the knowledge and competencies of the participants will best allow them to construct work aimed at the required result. For these purposes, services are provided to him project office or only the administrator.

Thus, the manager is not alone in his management activities. It is supported from above by a curator and controlled by a project committee. Next to him, the project administrator helps him with office work and coordination.

Integration of the project structure into the overall context

Organizational structures management taking into account integration models we have already discussed in the article on the topic. This material highlighted horizontal, vertical and diagonal types of power connections used in such decisions. The characteristics of the main organizational forms of combining project and traditional types of management were also briefly given. The question remains 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 project manager is performed by the heads of departments for which unique tasks are most suitable in their area of ​​responsibility. If a block of work on a project falls within the competence of other structural units, then the manager responsible for the result either directly contacts the corresponding head of the service or department, or acts through senior management. Naturally, this approach has both advantages and disadvantages. The advantages here include the following.

1. Ease of organizing and launching a project event.
2. The best opportunities for flexible use of labor resources.
3. There is no conflict regarding the use of highly qualified specialists on a number of projects at the same time.
4. The knowledge and experience gained during the work is better generalized and accepted by the team of the responsible department.
5. Budgetary least expensive mechanism.

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

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

Organizational model of the functional approach

Many of the disadvantages of the functional approach turn into advantages if the so-called “purely” project organizational structure is used. With this method of organization, the PM has full power over the employees assigned to him. In the mode of a dedicated project structure, it can easily coexist with the traditional functional model.

Organizational model of a dedicated project structure

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

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

The disadvantages of the project method of organization, as usual, are the flip side of its advantages. First of all, its use is discouraged by high costs. There is a high risk of low workload of labor resources, which can be very unpleasant when unique specialists are included in the team. There is likely duplication of personnel in different projects and irrationality of functional compositions. The team may find itself isolated from other departments.

Matrix organizational structure options

Organizational structures for matrix-type project management at the time of their development were designed to offset 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 was. Matrix structures, especially balanced ones, are difficult to take root in Russia, since their mechanisms are very delicate, and the found balance of interests of functional managers and PMs can easily be disrupted if carelessness is applied.

Matrix organizational model of the company's project activities

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

• weak;
• balanced;
• strong.

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 type of matrix has special features that should be taken into account when choosing a particular organizational structure. The closest thing to a functional structure is the so-called weak matrix. Its only difference is that there are dedicated project managers who primarily perform a coordination function. He resolves all issues by turning to functional managers, and, if necessary, to managers at a higher level.

The opposite position is occupied by a strong matrix, which gravitates towards 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 from them labor resources for your tasks. In this case, the power of the Republic of Moldova prevails over the management capabilities of the heads of functional structural units.

Balanced matrices are the most conflict-prone. Members of project teams are in dual subordination and are required to carry out the tasks of their current activities and unique project activities. Indicators of current practice may be based on a functional or process approach. The results of project tasks form additional indicators that sometimes conflict for the dominant attention of employees. Naturally, this model is more stressful and requires special management skills from the company’s management.

How to choose a model?

Is the organizational structure of a company, from the perspective of implementing a specific project, a constant phenomenon? It’s not for nothing that at the beginning of the article we divided 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 general 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 is in effect. The main thing is that there is no effect of overload, which serves as the basis for organizational chaos. The 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 would like to remind you that we are talking about companies that are 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 initial stages of life cycle is a functional approach or weak matrices. Simply, enterprises at the beginning of their development, as a rule, do not yet go beyond the scope of the investment project being implemented.

Can we say that the criterion framework shown above is optimal for an informed choice? I think not. In any case, management teams would not so often involve organizational consultants to resolve the numerous problems that arise along the thorny paths of search best practices. Any organizational modifications usually affect the entire management system. The motivational component may be “traumatized”; budgetary and financial aspects require additional attunement to the ongoing changes. Communication logistics can be seriously affected and also need to be reviewed again.

However, I am full of cautious optimism and believe that the future lies in softer and more flexible practices (soft technologies). A high level of automation and elements of artificial intelligence should help build harmonious and dynamic organizational models. In them, the primacy of the cultural aspect will be combined with the symbiosis of functional, procedural and design paradigms. At the same time, the power of functional leaders, process owners and PMs will not lose focus, but, on the contrary, will gain clarity and compactness, based on their respective tasks. This requires new principles and rules of management in the reality that is already approaching. And this will inevitably happen.

The main principle of constructing a project structure is the concept of a project, which is understood as any purposeful change in the system, for example, the development and production of a new product, the introduction of new technologies, the construction of facilities. The activity of an enterprise is considered 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 defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. After the project is completed, the project structure disintegrates; its components, including employees, move into new project or quit (if they worked on a contract basis).

Advantages of a project management structure:

High flexibility;

Reducing the number of management personnel compared to hierarchical structures.

Disadvantages of the project management structure:

Very high qualification requirements, personal and business qualities a project manager who must not only manage all stages of the project life cycle, but also take into account the project’s place in the company’s network of projects;

Splitting resources between projects;

The complexity of interaction between a large number of projects in the company;

Complicating the process of development of the organization as a whole.

The advantages of this structure outweigh the disadvantages in businesses with a small number of projects running simultaneously. Possibilities for implementing the principles modern philosophy qualities are determined by the form of project management.

2.2 Matrix (program-target) management structure

It is built on the principle of double subordination of performers: to the line manager (project manager) and to the functional manager (head of the functional unit). Organization of work comes down to the creation of temporary working groups within the organization to solve necessary tasks (projects). The resources allocated for this can be redistributed in the future, i.e. the same employee or equipment performs various tasks, without introducing new positions and units, and is used in scientific research organizations. The matrix structure contains vertical connections (across functional divisions), which determine the methods and principles of work, and horizontal connections (across ongoing projects), which determine the scope of work.

Figure 6 Matrix management structure

Advantages of a matrix management structure:

Better orientation to project (or program) goals and demand;

More efficient day-to-day management, the ability to reduce costs and increase resource efficiency;

More flexible and efficient use organization personnel, special knowledge and competence of employees;

The relative autonomy of project groups or program committees contributes to the development of decision-making skills, management culture, and professional skills among employees;

Improving control over individual tasks of a project or target program;

Any work is formalized organizationally, 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;

The response time to the needs of a project or program is reduced, since horizontal communications and a single decision-making center.

Disadvantages of a matrix management structure:

The difficulty of establishing clear responsibility for work on the instructions of the unit and on the instructions of the project or program (a consequence of double subordination);

the need for constant monitoring of the ratio of resources allocated to departments and programs or projects;

High requirements to the qualifications, personal and business qualities of employees working in groups, the need for their training;

frequent conflict situations between heads of departments and projects or programs;

The possibility of violating the rules and standards adopted in functional departments due to the isolation of employees participating in a project or program from their departments.

The introduction of a matrix structure gives a good effect in organizations with a fairly high level of corporate culture and qualifications of employees, otherwise disorganization of management is possible (at Toyota, the introduction of a matrix structure took about 10 years). The effectiveness of implementing the ideas of modern quality philosophy in such a structure has been proven by the practice of the Toyota company (Fig. 7).

Figure 7 Matrix management structure at Toyota

2.3 Brigade (cross-functional) management structure

The basis of this management structure is the organization of work into working groups (teams). The form of brigade organization of work is a fairly ancient organizational form, it is enough to recall workers’ artels, but only in the 80s did its active use begin as a structure for managing an organization, in many ways directly opposite to the hierarchical type of structures.

The main principles of this management organization are:

autonomous work of working groups (teams);

independent decision-making by working groups and horizontal coordination of activities;

replacing rigid bureaucratic management ties with flexible ties;

attracting employees from different departments to develop and solve problems.

These principles are destroyed by the rigid distribution of employees inherent in hierarchical structures among production, engineering, technical, economic and management services, which form isolated systems with their own goals and interests.

In an organization built according to these principles, functional divisions may or may not be present. In the first case, employees are under double subordination - administrative (to the head of the functional unit in which they work) and functional (to the head of the work group or team to which they belong). This form of organization is called cross-functional; in many ways it is close to a matrix one. In the second case, there are no functional units as such; we will call it the brigade itself. This form is quite widely used in organizing project management.

Figure 8 Brigade management structure

Advantages of a brigade (cross-functional) structure:

Reducing the management staff, increasing management efficiency;

Flexible use of personnel, their knowledge and competence;

Working in groups creates conditions for self-improvement;

Possibility of application effective methods planning and management;

the need for general specialists is reduced.

Disadvantages of a brigade (cross-functional) structure:

Increasing complexity of interaction (especially for a cross-functional structure);

Difficulty in coordinating the work of individual teams;

High qualification and staff responsibility;

High requirements for communications.

The transition to a brigade structure requires significant preparation:

Distribution of personnel among teams (10-15 people);

Appointment of a manager based on the nature of the work;

Organization of work on the principles of mutual assistance, interchangeability, personal responsibility, adaptability;

Bringing personnel to a state of universality;

Organizing a combination of collective and shared responsibility;

Stimulating economically beneficial cooperation;

Organization of the relationship between the remuneration of each employee and the overall results.

Thus, this form organizational structure is most effective in organizations with a high level of specialist qualifications and their good technical equipment, especially in combination with project management. This is one of the types of organizational structures in which the ideas of modern quality philosophy are most effectively embodied.

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 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 according to 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.

The project management structure is understood as a temporary 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.

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 groups 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). The manager is responsible for all activities from the beginning to the complete completion of the project or any part of it. All team members and all resources allocated for this purpose are completely subordinate to him. After completion of work on 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 9. One of the varieties of project management structures

As the most important benefits This type of management structure can be called:

Integration various types the company's activities in order to obtain high-quality results for a specific project;

An integrated approach to project implementation and problem solving;

Concentrating all efforts on solving one problem, on completing one specific project;

Greater flexibility of design structures;

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:

If there are 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.

The matrix structure reflects the consolidation in the organizational structure of the company of two directions of leadership, two organizational alternatives. Vertical direction - management of functional and linear structural divisions companies. Horizontal - management of individual projects, programs, products, for the implementation of which human and other resources of various divisions of the company are involved.

A distinctive feature of the matrix-type organizational structure of management is that employees simultaneously have two managers with equal rights. On the one hand, the performer reports to the immediate head of the functional service, who is endowed with the necessary project powers to carry out the management process in accordance with the planned deadlines, allocated resources and the required quality. A system of double subordination emerges, based on a combination of two principles - functional and design.

The matrix structure most often represents the imposition of a project structure on a linear-functional management structure that is permanent for a given company.

Advantages matrix structure are:

Integration of various types of company activities within the framework of ongoing projects and programs;

Getting high quality results from a large number 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;

Involving managers at all levels and specialists in the sphere of active creative activity in the implementation of organizational projects;

Reducing the workload on managers top level management by transferring decision-making powers to average level while maintaining unity of coordination and control over key decisions at the highest 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 coordination of work than in linear-functional and divisional organizational management structures, i.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 matrix structures:

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;

The ambiguity of the role of the performer and his managers, which creates tension in relations between members of the company’s workforce;

The struggle for power, because within its framework the powers of power are not clearly defined;

Excessive overhead costs due to the need for more funds to maintain more managers, and sometimes also to resolve conflict situations;

Ambiguity and loss of responsibility hinder the achievement of high-quality results;

Difficulties with the future use of specialists in a given company;

Partial duplication of functions;

Management decisions are not made in a timely manner;

Group decision making; conformism in group decision making;

The traditional system of relationships between departments is being disrupted;

Full control across management levels is difficult and virtually absent;

The structure is considered completely ineffective during periods of crisis.

It should be noted that the transition to matrix structures, as a rule, does not cover the entire company, but only some part. And although we have cited quite a lot of disadvantages of this type of structure, the scale of their application or the use of individual elements of the matrix approach in companies is quite significant.

Software-targeted structure- this is, in fact, a dual (matrix) structure - it combines elements of functional and divisional structures, i.e. implements the principle of double subordination (to the line manager of the divisional structure and to the project manager of the functional service).

The program-target structure of an organization is formed, as a rule, for a specific new goal as a temporary organizational structure. It allows you to concentrate the company's efforts on achieving this goal.

TO benefits can be attributed:

The ability to quickly adapt to changing conditions of restructuring;

Cooperation of various bodies for the best achievement of a certain goal;

Centralization of management functions.

Flaws such a structure:

Multi-stage decision-making process;

Diversity of subordination of program implementers;

High resource intensity.

Figure 6 - Program-target organizational structure of company management

Adhocratic organizational structure- an organization consisting of relatively loosely connected groups of specialists and a small number of support personnel,

It is typical for scientific institutions, innovation companies, hospitals, educational institutions. An adhocracy organization is designed to solve complex problems that require a creative approach. Its members primarily serve as experts or consultants.

That is, this organizational forms, divisions that deal with issues new to the company and are, as a rule, temporary. May have the following names: working, expert, target groups, work centers, headquarters, teams, etc. These divisions are usually not listed on a company's organizational chart.

Fragmented organizational structure- a set of autonomous and semi-autonomous units working independently on unrelated problems of an innovative nature.

They deal mainly with theoretical solutions to individual technical, production, managerial and other problems. There may be several dozen such groups within an enterprise, and their activities are coordinated by one of the deputy chief executives.

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