PROJECT ORGANISATION 3¶

FUNCTIONAL, MATRIX, AUTONOMOUS¶

The project now has to be integrated [19] in the organisation implementing it and the project manager has to be furnished with formal authorities.

Step 1
Define a suitable organisation (functional, matrix or autonomous) and substantiate the choice.

Step 2

• Functional organisation
  Make it clear that the customer is the sole project decision maker in the line organisation. All you do is update the plans and point out any deviations!
• Matrix organisation
  You are responsible for the timely completion of the WPs. The issues of work quality, responsibility for implementation and all personnel management issues, i.e. leave scheduling, staff appraisals etc. are dealt with by the line manager!
• Autonomous organisation
  You have sole responsibility for all aspects of project work. The project team members report directly to you and you represent the project both within the organisation and externally. You need the necessary formal authority to do this, i.e. authority to act or general power of attorney as managing director.

Step 3
Decide who will be the deputy project manager (in case you want to take holiday leave or are off work sick). Loyalty is a more important criterion than professional competence when choosing a deputy project manager! Is it necessary or would it be helpful to establish an advisory board? If so, then define the members and their competences. Also define when and how often meetings and project reviews will take place with the customer and sub-project managers.

Procedures after the establishment of the project organisation
As project manager, it is best if you are given executive management competences by the customer. This enables you to formally commence project implementation. You have to remain on the project path and, communicate regularly!