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Choice of the management organizational structure
will depend on factors such as size, content, complexity, and
distribution of the project.
Success of any organization is a function of the capabilities
of the individuals rather than the way in which they are organized.
Talented personnel will perform well in most organizational structures
and much better in a good organization. However, poor talent will
always do an inferior job irrespective of how the organization
is structured.
Note: Continuous restructuring are noted in individuals who are
unsuited to their function.
The following organizational structures are recommended for large
and complex systems:
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FIGURE 1. Example PM organizational structure.
The system group could be an inline functional part
of the Project Managers responsibilities, however, for large and
complex systems the above is recommended.
The System Group shall provide the project plans, procedures,
and program guidance. Other flatter structures can be used for
simple systems and equipment.
Organizations perform best where information flows
rapidly and it is this information that technical management must
ensure is achieved. Information must flow both internally and
externally to permit accurate decisions to be made.
Use of consultants, seminars, and other sources of specialist
information should be encouraged.
Internal flow shall be documented in the form of reports to provide
traceability, problem history, evidence and possible solutions
to engineering problems.
Information flow is vital for problem solving. Problems should
be solved using an open discussion but when a solution is decided
the project manager shall either champion or detail an other to
"get-it-done".
To be continued
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